The impact of flexible human resource management on employees' workplace well-being based on self-determination theory.

INTRODUCTION: Flexible human resource management (FHRM) has become an effective means for enhancing an organization's adaptability and responsiveness through the efficient acquisition and optimal deployment of human resources. Although previous studies argued that FHRM can positively influence organizational and individual overt behavioral outcomes, some overlooked its impact on the well-being of employees. METHODS: By drawing on self-determination theory, we propose that FHRM can satisfy the basic psychological needs of employees and thus enhance their workplace well-being. Moreover, we posit that the high HRM system strength can enable the management to reach a consensus and foster the creation of a positive climate for FHRM content and thus satisfy the basic psychological needs of employees. We test our hypotheses by conducting a two-phase survey. We collect 81 paired questionnaires from 81 leaders and 444 employees. RESULTS: Our results confirmed that FHRM was positively associated with employees' workplace well-being. Satisfaction of basic psychological needs (autonomy, competence, and relatedness) mediated this relationship. In addition, HRM system strength moderated the relationship between FHRM and satisfaction of need for relatedness. Specifically, the indirect effect of FHRM on workplace well-being via satisfaction of need for relatedness was stronger when HRM system strength was high than when it was low. DISCUSSION: Our research can deepen the understanding of FHRM by revealing its impact on the satisfaction of the basic psychological needs and employees' workplace well-being.