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

Snape, E.; Redman, T.

Authors

T. 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.

Citation

Snape, E., & Redman, T. (2010). HRM Practices, Organizational Citizenship Behaviour and Performance: A Multi-level Analysis. Journal of Management Studies, 71(7), 1219-1247. https://doi.org/10.1111/j.1467-6486.2009.00911.x

Journal Article Type Article
Publication Date Nov 1, 2010
Deposit Date Jul 28, 2010
Journal Journal of Management Studies
Print ISSN 0022-2380
Electronic ISSN 1467-6486
Publisher Wiley
Peer Reviewed Peer Reviewed
Volume 71
Issue 7
Pages 1219-1247
DOI https://doi.org/10.1111/j.1467-6486.2009.00911.x
Public URL https://durham-repository.worktribe.com/output/1546630

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