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

Snape, E. and Redman, T. (2010) 'HRM practices, organizational citizenship behaviour and performance: a multi-level analysis.', Journal of management studies., 71 (7). pp. 1219-1247.

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.

Item Type:Article
Full text:Full text not available from this repository.
Publisher Web site:http://dx.doi.org/10.1111/j.1467-6486.2009.00911.x
Record Created:28 Jul 2010 17:05
Last Modified:11 Oct 2010 10:26

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