Supportive <scp>HR</scp> Practices and Employee Well‐Being: Examining the Roles of Job Crafting, Person‐Organization Fit, and Performance Pressure

ABSTRACT Drawing on self‐determination theory, this study investigates how perceived supportive human resource (HR) practices influence employee well‐being, examining the mediating roles of job crafting and person–organization fit, while accounting for the contextual influence of performance pressure. By doing so, it aims to enrich the literature on HRM's impact on employee well‐being. The study employed a survey‐based methodology, collecting data from 442 participants recruited through the Credamo online survey panel. Structural equation modeling was used to test the proposed hypotheses. The findings indicate that supportive HR practices positively affect employee well‐being, with this relationship being mediated by both job crafting and person–organization fit. Furthermore, performance pressure was found to moderate the mediating effect of job crafting, highlighting the conditional nature of these mechanisms. These results suggest that organizations can enhance employee well‐being and job satisfaction by tailoring HR services to individual needs, embedding supportive practices within organizational culture, fostering alignment between employees and organizational values, and recognizing the influence of high‐pressure environments on motivation. Unlike prior research, which often conceptualized employee well‐being as merely a by‐product of performance‐oriented HRM, this study emphasizes the direct and positive impact of people‐oriented HR practices. Importantly, it demonstrates that even under high‐performance‐pressure conditions, supportive HR practices can promote employee well‐being, offering practical guidance for sustainable organizational development that benefits both employees and the organization.