Perceived favourability of human resource practices and job engagement: A mediated moderated model of justice perceptions

Abstract

Purpose – The purpose of this study is to investigate how the perceived favourability of human resource practices, resulting from the uneven distribution of HR practices, influences job engagement with perceived distributive justice as a mediator, while also considering the moderating influence of perceived procedural, interpersonal, and informational justice on the link between perceived distributive justice and job engagement. Aims(s) – This research aims to examine the effect of perceived favourability of HR practices on job engagement. It also assesses the mediating role of distributive justice on the relationship between the perceived favourability of HR practices and job engagement. Furthermore, it explores the moderating role of perceived procedural, interpersonal, and informational justice on the relationship between distributive justice and job engagement. Design/methodology/approach – The research involves a quantitative approach, collecting data from 733 employees across various Australian industry sectors through self-reports. The data were analysed using SPSS version 23 and Hayes’ process. Findings – The findings revealed that perceived distributive justice partially mediates the relationship between the perceived favourability of HR practices and job engagement. Additionally, perceived procedural, interpersonal, and informational justice positively moderate the link between distributive justice and job engagement. Limitations of the study – The study only considers individual-level perceptions of HR practices’ favourability. Subsequent investigations may explore individual and inter-group differences in HR practices within a single study, providing additional understanding of how employees may react to differential treatment. Practical implications – Organisations should take into account procedural, interpersonal, and informational justice, in addition to fair HR practices, to enhance job engagement in the context of HR differentiation. Originality/value – This research provides new insights into how social comparisons arising from HR differentiation influence job engagement by focusing on individual-level responses and introducing a justice-oriented approach. It also proposes a novel mediated-moderated model.

Keywords

• human resource differentiation
• human resource practices
• job engagement
• organisational justice
• social comparison