Organisational practices, work stress and employee experience in heavy-industry state-owned enterprises: The role of support and culture

Abstract

Orientation: Employee experience (EX) has gained increasing attention in human resource management; however, limited research has explained how organisational practices and work stress shape EX within highly formalised heavy-industry state-owned enterprises (SOEs), particularly in emerging economies such as Vietnam.
Research purpose: This study examined how organisational practices and work stress influenced EX in heavy-industry SOEs, focusing on the mediating role of perceived organisational support (POS) and the moderating role of organisational culture.
Motivation for the study: Prior research has rarely integrated psychological mechanisms and contextual boundary conditions to explain how EX is formed in institutionalised industrial environments.
Research approach/design and method: A quantitative cross-sectional survey was conducted among 403 employees in large Vietnamese heavy-industry SOEs. Data were analysed using partial least squares structural equation modelling to assess measurement validity, direct and indirect relationships and interaction effects.
Main findings: Career development, communication and recognition, working conditions and welfare and work stress significantly influenced POS. Perceived organisational support positively affected EX and mediated the relationships between organisational practices, work stress and EX. Organisational culture strengthened the positive relationship between POS and EX.
Practical/managerial implications: Managers should strengthen development, communication and welfare systems, manage work stress proactively and cultivate supportive cultures to improve EX.
Contribution/value-add: The study offers a context-sensitive integration of EX and POS theory in heavy-industry SOEs, with relevance for Global South public-sector human resource management (HRM).