How and When Inclusive Human Resource Management Promotes Employee Well-Being: The Roles of Ambidextrous Fit and Affective Leadership

Abstract

Researchers and practitioners have largely recognized the importance of human resource management in addressing the growing trend of workforce diversity to improve employee well-being. However, empirical research on inclusive human resource management (IHRM) remains scarce. Drawing on the conservation of resources theory and the person-environment fit framework, the current study constructs a moderated dual-mediation model to explore how IHRM influences employee well-being through ambidextrous fit (i.e., supplementary fit and complementary fit) and further examine the moderating role of affective leadership. Using three-wave data from 382 employees through the questionnaire survey, the empirical findings indicate that IHRM positively affects employee well-being and that this linkage is mediated by supplementary fit and complementary fit. In addition, we find that affective leadership strengthens the positive influences of IHRM on employee well-being, supplementary fit, and complementary fit as well as the indirect effect of IHRM on employee well-being through ambidextrous fit. We discuss some theoretical and practical implications of our findings and provide research directions.