Impact of Perceived Human Resource Practices on Academics' Mental Health: A Conceptual Framework

ABSTRACT Academics' mental health in Australian universities has deteriorated, yet evidence on how perceived HR practices shape outcomes is fragmented. This conceptual article develops a framework linking perceived HR practices to academics' mental health in a post‐pandemic sector facing caps on international enrolments. Synthesising job demands–resources, social exchange and psychosocial safety climate theories with an integrative review, we argue perceived HR practices act through two pathways: an enabling route—fair rewards, transparent promotion and development and credible appraisal, that builds capability and engagement; and a depleting route—workload pressure and job insecurity, that erodes capacity. Collegiality and trust (relational context) and job security (employment context) condition these effects, helping reconcile mixed findings. Theoretically, the framework extends perceived HR research to higher education; practically, it guides institutions in designing HR systems that protect mental health. We outline directions for empirical testing and interventions that strengthen collegiality, trust and job security.