HRM practices, organizational citizenship behaviour, and performance: A multi-level analysis

Ed SNAPE, Tom Redman*

*Corresponding author for this work

    Research output: Contribution to journalArticlepeer-review

    272 Citations (Scopus)

    Abstract

    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.

    Original languageEnglish
    Pages (from-to)1219-1247
    Number of pages29
    JournalJournal of Management Studies
    Volume47
    Issue number7
    DOIs
    Publication statusPublished - Nov 2010

    Scopus Subject Areas

    • Business and International Management
    • Strategy and Management
    • Management of Technology and Innovation

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