The influence of high-commitment work system on work well-being: the mediating role of psychological empowerment and the moderating role of leader trust

Purpose We draw on the conservation of resources theory to explore when and how a high-commitment work system (HCWS) improves employees' work well-being. Design/methodology/approach Data were collected from 64 branches in a high-tech company, involving 64 supervisors and 434 employees to examine the influence of branch-level HCWS on employees' work well-being at individual level. Findings Consistent with our predictions, the results indicate that a well-designed human resource management (HRM) system (i.e. HCWS) helps to enhance employees' work well-being. Psychological empowerment is seen as an important mechanism linking HCWS with work well-being. The effects of HCWS on psychological empowerment and work well-being are significantly positive only when leader trust in employees is high. Originality/value This study indicates a novel resource theoretical perspective regarding the HRM system-employee well-being relationship. It provides insights into how contextual resources (HCWS) enhance employees' work well-being by potentiating the effect of personal resources (psychological empowerment). Just as the old saying goes, "give a man a fish and you feed him for a day; teach a man to fish and you feed him for a lifetime," the leader trust serves as a critical valve.