FOCUS – ADDRESSING BIAS AND RACISM OF BLACK MEN IN LEADERSHIP AND EMPLOYMENT
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Baker, V. L., & Pifer, M. J. (2011). The role of relationships in the transition from doctor to independent scholar. Studies in Continuing Education, 33(1), 5-17. http://doi.org/10.1080/0158037X. 2010.515569
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https://doi.org/10.1177/00910260211001397

Public Personnel Management
2022, Vol. 51(1) 71 –96
© The Author(s) 2021

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DOI: 10.1177/00910260211001397
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Article

The Impact of Human
Resources Environment and
Organizational Identification
on Employees’ Psychological
Well-Being

Imran Hameed1, Muhammad Umer Ijaz2,
and Meghna Sabharwal3

Abstract
This study explores how Human Resources (HR) environment (i.e., job autonomy,
opportunities for advancement, involved communication, and decisive action)
promotes psychological well-being of public employees. We advance the literature by
identifying organizational identification (OID) as the underpinning mechanism through
which HR environment can foster employees’ well-being. OID is termed as a “social
cure,” owing to its strong link with employee health and well-being. The results of
structural equation modeling show a positive association among HR practices and
OID, which subsequently enhances well-being of public sector employees. Managerial
implications for public sector leaders are discussed in detail.

Keywords
psychological well-being, organizational identification, public personnel management,
HR environment

Introduction

Societies today are more concerned about healthy workplaces than ever before (Burton,
2010) and are taking keen interest in health issues not only to minimize health expen-
ditures but also for using well-being as a key indicator of national prosperity (e.g., as

1Lahore School of Economics, Pakistan
2Deakin Business School, Deakin University, Melbourne, Australia
3The University of Texas at Dallas, Richardson, USA

Corresponding Author:
Meghna Sabharwal Public and Nonprofit Management Program, School of Economic, Political and Policy
Sciences, The University of Texas at Dallas, 800 W. Campbell Rd, GR 31, Richardson, TX 75080, USA.
Email: meghna.sabharwal@utdallas.edu

1001397PPMXXX10.1177/00910260211001397Public Personnel ManagementHameed et al.
research-article2021

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72 Public Personnel Management 51(1)

seen in national initiatives such as the UK’s Happiness Index and the EU’s Quality of
Life Survey and in global initiatives such as the Social Progress Index and the World
Happiness Report; Helliwell et al., 2013). One way to respond to this issue in the
workplace is to design Human Resource Management (HRM) practices that focus on
employee well-being (Sabharwal et al., 2019; Schulte et al., 2015). However, due to
the rise of New Public Management, most HRM research in public sector organiza-
tions mainly focuses on practices used to enhance organizational performance (e.g.,
Blackman et al., 2019; Vermeeren et al., 2014) while ignoring the well-being of public
personnel. Although important, the pursuit of performance-centric outcomes often
result at the cost of employee h




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