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HRM Practices, Organizational Citizenship Behaviour, and Performance: A Multi-Level Analysis

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  • Ed Snape
  • Tom Redman
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    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. Copyright (c) 2010 The Authors. Journal of Management Studies (c) 2010 Blackwell Publishing Ltd and Society for the Advancement of Management Studies.

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    Bibliographic Info

    Article provided by Wiley Blackwell in its journal Journal of Management Studies.

    Volume (Year): 47 (2010)
    Issue (Month): 7 (November)
    Pages: 1219-1247

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    Handle: RePEc:bla:jomstd:v:47:y:2010:i:7:p:1219-1247

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    Web page: http://www.blackwellpublishing.com/journal.asp?ref=0022-2380

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    Cited by:
    1. Yeh, Ying-Pin, 2014. "Exploring the impacts of employee advocacy on job satisfaction and organizational commitment: Case of Taiwanese airlines," Journal of Air Transport Management, Elsevier, vol. 36(C), pages 94-100.
    2. M. Audenaert & A. Vanderstraeten & D. Buyens, 2012. "Mutual Investment Employee-Organization Relationship: A Conceptual Model of How and When it is Functional," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 12/778, Ghent University, Faculty of Economics and Business Administration.

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