Department of Management
HRM practices, organizational citizenship behaviour, and performance: A multi-level analysis
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.
Source Publication Title
Journal of Management Studies
Link to Publisher's Edition
Snape, E., & Redman, T. (2010). HRM practices, organizational citizenship behaviour, and performance: A multi-level analysis. Journal of Management Studies, 47 (7), 1219-1247. https://doi.org/10.1111/j.1467-6486.2009.00911.x