Document Type

Journal Article

Department/Unit

Department of Management

Title

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

Language

English

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. © 2010 The Authors. Journal of Management Studies © 2010 Blackwell Publishing Ltd and Society for the Advancement of Management Studies.

Publication Date

2010

Source Publication Title

Journal of Management Studies

Volume

47

Issue

7

Start Page

1219

End Page

1247

Publisher

Wiley

DOI

10.1111/j.1467-6486.2009.00911.x

ISSN (print)

00222380

ISSN (electronic)

14676486

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