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Selective human resource practices, psychological safety climate and employee wellbeing
Journal article   Open access   Peer reviewed

Selective human resource practices, psychological safety climate and employee wellbeing

Yvonne Brunetto, Matthew J. Xerri and Geremy Farr-Wharton
Personnel review, Vol.First online, pp.1-17
06/08/2026
DOI: https://doi.org/10.1108/PR-01-2025-0059
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Selective human resource practices, psychological safety climate and employee wellbeingView
Published (Version of record) Open CC BY V4.0

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Abstract

Quantitative Psychosocial safety climate Sustainable HRM processes Employee wellbeing Common Good HRM theoretical framework, Conservation of resources theory
Purpose: Engineers and healthcare professionals perceive higher levels of stress compared with the general population, suggesting that past human resource management (HRM) systems have failed to manage them appropriately. This study examines whether psychosocial safety climate (PSC) acts as a psychological conduit in translating HRM practices and mediating their impact on wellbeing using the common good HRM (CGHRM) and Conservation of Resources theoretical frameworks. Design/methodology/approach: Data were collected using surveys collected at two points - one-month apart, and then analysed using structural equation modelling (Analysis of Moment Structures) to manipulate survey data from 300 matched employees. Findings: The variance of selective HRM practices and PSC explains approximately 40 per cent of employees' wellbeing, and comparatively, the impact of HRM and PSC on wellbeing was similar, with both cohorts perceiving workplaces that are far from the ideal CGHRM model. Research limitations/implications: Only two types of professionals in one country were examined, suggesting scope for expanding research across employee types and countries. Practical implications: Traditional HRM models are no longer appropriate for managing professionals. Organisations should consider implementing CGHRM that assumes HR practices and subsequent management decision-making (PSC) aim to achieve employee "good health and wellbeing". Social implications: Employees with low wellbeing have a greater propensity to develop stress-related disease, which negatively impacts them, their families and the communities in which they live. Originality/value: The gaps addressed include using PSC as a psychological mechanism, linking sustainable HRM processes and employee wellbeing and also identifying the similarities and differences in workplace conditions of two different professional groups compared with the ideal CGHRM scenario.

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