TY - JOUR
AU - Redman, Tom
AB - 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.
TI - HRM Practices, Organizational Citizenship Behaviour, and Performance: A Multi‐Level Analysis
JF - Journal of Management Studies
DO - 10.1111/j.1467-6486.2009.00911.x
DA - 2010-11-01
UR - https://www.deepdyve.com/lp/wiley/hrm-practices-organizational-citizenship-behaviour-and-performance-a-2Q0YHS0f0z
VL - 47
IS - 7
DP - DeepDyve
ER -