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

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  • Ed Snape
  • Tom Redman

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.

Suggested Citation

  • Ed Snape & Tom Redman, 2010. "HRM Practices, Organizational Citizenship Behaviour, and Performance: A Multi-Level Analysis," Journal of Management Studies, Wiley Blackwell, vol. 47(7), pages 1219-1247, November.
  • Handle: RePEc:bla:jomstd:v:47:y:2010:i:7:p:1219-1247
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    References listed on IDEAS

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    1. David Holman & Stephen Frenkel & Ole Sørensen & Stephen Wood, 2009. "Work Design Variation and Outcomes in Call Centers: Strategic Choice and Institutional Explanations," ILR Review, Cornell University, ILR School, vol. 62(4), pages 510-532, July.
    2. Harvie Ramsay & Dora Scholarios & Bill Harley, 2000. "Employees and High-Performance Work Systems: Testing inside the Black Box," British Journal of Industrial Relations, London School of Economics, vol. 38(4), pages 501-531, December.
    3. Jaap Paauwe, 2009. "HRM and Performance: Achievements, Methodological Issues and Prospects," Journal of Management Studies, Wiley Blackwell, vol. 46(1), pages 129-142, January.
    4. Jeffrey B. Arthur, 1992. "The Link between Business Strategy and Industrial Relations Systems in American Steel Minimills," ILR Review, Cornell University, ILR School, vol. 45(3), pages 488-506, April.
    5. John Paul Macduffie, 1995. "Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry," ILR Review, Cornell University, ILR School, vol. 48(2), pages 197-221, January.
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    Cited by:

    1. Welch, Denice & Welch, Catherine, 2015. "How global careers unfold in practice: Evidence from international project work," International Business Review, Elsevier, vol. 24(6), pages 1072-1081.
    2. Lucy Odo Kiowi & Peter O. K’Obonyo & Martin Ogutu, 2016. "Exploring the Effect of Human Resource Strategic Orientation on Employee Job Performance in Tanzania State Corporations," International Journal of Academic Research in Business and Social Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Business and Social Sciences, vol. 6(8), pages 31-53, August.
    3. Safa Riaz, 2016. "High Performance Work Systems and Organizational Performance: An Empirical Study on Manufacturing and Service Organizations in Pakistan," Public Organization Review, Springer, vol. 16(4), pages 421-442, December.
    4. repec:taf:rrpaxx:v:18:y:2013:i:3:p:209-231 is not listed on IDEAS
    5. 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.
    6. 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.
    7. Ali H. Muhammad, 2014. "Perceived Organizational Support and Organizational Citizenship Behavior: The Case of Kuwait," International Journal of Business Administration, International Journal of Business Administration, Sciedu Press, vol. 5(3), pages 59-72, May.
    8. P. Matthijs Bal & Dorien T. A. M. Kooij & Simon B. De Jong, 2013. "How Do Developmental and Accommodative HRM Enhance Employee Engagement and Commitment? The Role of Psychological Contract and SOC Strategies," Journal of Management Studies, Wiley Blackwell, vol. 50(4), pages 545-572, June.
    9. Kaifeng Jiang & Riki Takeuchi & David P. Lepak, 2013. "Where do We Go From Here? New Perspectives on the Black Box in Strategic Human Resource Management Research," Journal of Management Studies, Wiley Blackwell, vol. 50(8), pages 1448-1480, December.
    10. Bård Kuvaas & Anders Dysvik & Robert Buch, 2014. "Antecedents and Employee Outcomes of Line Managers' Perceptions of Enabling HR Practices," Journal of Management Studies, Wiley Blackwell, vol. 51(6), pages 845-868, September.
    11. repec:gam:jsusta:v:10:y:2018:i:4:p:1094-:d:139775 is not listed on IDEAS
    12. Alfes, Kerstin & Shantz, Amanda & Truss, Catherine & Soane, Emma, 2013. "The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model," LSE Research Online Documents on Economics 42345, London School of Economics and Political Science, LSE Library.
    13. repec:eur:ejesjr:24 is not listed on IDEAS

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