Empowerment or Burden?Research on the Paradox Mechanism of Perceived Developmental Human ResourceManagement Practices Influencing Employees’ Feedback- Seeking Behavior ——A Theoretical Framework Based on Symbiotic Tensions
DOI:
https://doi.org/10.66438/skh.dssr.v2i4.94Keywords:
Perceived developmental human resource management practices, Feedback- seeking behavior, Double- edged- sword effect, Paradox theory, Zhong- yong thinkingAbstract
The continuous appreciation of human capital is a vital guarantee for enterprises to maintain sustainable competitiveness in the knowledge-economy era. To clarify the nonlinear mechanism through which perceived developmental human resource management practices influence employees' feedback-seeking behavior, this study adopts a paradox perspective and introduces Zhong-yong thinking as an indigenous boundary-condition variable. It analyzes the symbiotic paradoxical attributes of perceived developmental human resource management practices rooted in "resource supply-growth-related expectations". It conducts theoretical deduction along two parallel psychological paths of empowerment sense and burden sense. This paper constructs a dual-path paradox model describing how perceived developmental human resource management practices affect employees' feedback-seeking behavior, explains the formation mechanism of the inverted-U-shaped nonlinear effect between the independent variable and overall feedback-seeking behavior, and discusses the holistic moderating effect of Zhong-yong thinking on this main effect. This research broadens the research horizon for nonlinear outcomes of developmental human resource management, and also offers theoretical implications for organizations to balance the dual influences stemming from empowerment-oriented human resource management. This paper is developed through pure theoretical deduction, and the relevant inferences await subsequent empirical tests.
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