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<p>Workplace avoidance behavior represents a subtle yet pervasive form of employee disengagement that undermines continued performance and organisational functioning. Understanding how organizations can effectively curb such behavior remains an important yet underexplored issue in the human resource management (HRM) literature. Drawing on self-determination theory, this study examines how developmental human resource (HR) practices reduce workplace avoidance behavior. We propose that developmental HR practices indirectly reduce workplace avoidance behavior through two parallel mechanisms: the use of signature strengths and harmonious passion. Furthermore, we propose that developmental leadership functions as a boundary condition that strengthens the negative indirect effect of developmental HR practices on workplace avoidance behavior. Using a three-wave, multi-source research design, data were collected from 327 supervisor–subordinate dyads in service-sector organizations in China. The results provide empirical support for the proposed model. This study contributes to the developmental HR practices and avoidance behavior literature by illustrating the mechanisms by which developmental HR practices operate and highlighting the importance of HR–leadership alignment in reducing employee workplace avoidance behavior. Limitations and directions for future research are discussed.</p>

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Linking Developmental HR Practices to Workplace Avoidance Behavior: A Self-Determination–Based Moderated Mediation Model

  • 期刊论文

  • 发表日期：

    2026年5月18日

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  • Qingyu Zhang,
  • Moaazam Ali,
  • Jawad Khan,
  • Mingxing Li,
  • Samia Ayed Al Jaeed

摘要

Workplace avoidance behavior represents a subtle yet pervasive form of employee disengagement that undermines continued performance and organisational functioning. Understanding how organizations can effectively curb such behavior remains an important yet underexplored issue in the human resource management (HRM) literature. Drawing on self-determination theory, this study examines how developmental human resource (HR) practices reduce workplace avoidance behavior. We propose that developmental HR practices indirectly reduce workplace avoidance behavior through two parallel mechanisms: the use of signature strengths and harmonious passion. Furthermore, we propose that developmental leadership functions as a boundary condition that strengthens the negative indirect effect of developmental HR practices on workplace avoidance behavior. Using a three-wave, multi-source research design, data were collected from 327 supervisor–subordinate dyads in service-sector organizations in China. The results provide empirical support for the proposed model. This study contributes to the developmental HR practices and avoidance behavior literature by illustrating the mechanisms by which developmental HR practices operate and highlighting the importance of HR–leadership alignment in reducing employee workplace avoidance behavior. Limitations and directions for future research are discussed.