Employee well-being: human resource practices and perceived ethical leadership climate

Purpose This study aims to analyze the mediating role of ethical leadership climate in the relationship between sustainable HR practices (PEP - performance-enhancement practices, and ESP - employee-support practices) and employee hedonic and eudaimonic well-being. Design/methodology/approach 741 employees from different Spanish organizations participated in the study. We conducted a SEM with MPlus to test the hypotheses and used the Monte Carlo method to assess mediation. Findings We identified distinct pathways in the relationship between HR practices and well-being, mediated by the ethical leadership climate. In particular, a total mediation was found for the relationship between PEP and eudaimonic well-being, while a partial mediation was identified in the relationship between PEP and hedonic well-being, as well as between ESP and both dimensions of well-being. Originality/value We adopted a sustainable approach to HR practices by simultaneously considering two bundles of practices (PEP and ESP) and their relationship with four different well-being indicators (intrinsic and extrinsic job satisfaction for hedonic well-being and purpose in life and personal growth for eudaimonic well-being). Moreover, ethical leadership climate helps us establish different paths for how HR practices can be related to employee well-being.