TY - JOUR
T1 - HRM practices, organizational citizenship behaviour, and performance
T2 - A multi-level analysis
AU - SNAPE, Ed
AU - Redman, Tom
N1 - Copyright:
Copyright 2010 Elsevier B.V., All rights reserved.
PY - 2010/11
Y1 - 2010/11
N2 - We examine the relationship between HRM practices, conceptualized at the workplace level, and individual employee attitudes and behaviour. We focus on two possible explanations for the relationship: social exchange and job influence/employee discretion. Findings from a study of employees in North-East England suggest that there is a positive impact of HRM practices on organizational citizenship behaviour, through an effect on perceived job influence/discretion. There was no such effect for perceived organizational support. These findings provide support for a job influence and opportunity explanation of HRM effects on employee attitudes and behaviour.
AB - We examine the relationship between HRM practices, conceptualized at the workplace level, and individual employee attitudes and behaviour. We focus on two possible explanations for the relationship: social exchange and job influence/employee discretion. Findings from a study of employees in North-East England suggest that there is a positive impact of HRM practices on organizational citizenship behaviour, through an effect on perceived job influence/discretion. There was no such effect for perceived organizational support. These findings provide support for a job influence and opportunity explanation of HRM effects on employee attitudes and behaviour.
UR - http://www.scopus.com/inward/record.url?scp=77957123952&partnerID=8YFLogxK
U2 - 10.1111/j.1467-6486.2009.00911.x
DO - 10.1111/j.1467-6486.2009.00911.x
M3 - Journal article
AN - SCOPUS:77957123952
SN - 0022-2380
VL - 47
SP - 1219
EP - 1247
JO - Journal of Management Studies
JF - Journal of Management Studies
IS - 7
ER -