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HRM Practices, Organizational Citizenship Behaviour, and Performance: A Multi‐Level Analysis

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  • Ed Snape
  • Tom 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.

Suggested Citation

  • Ed Snape & Tom Redman, 2010. "HRM Practices, Organizational Citizenship Behaviour, and Performance: A Multi‐Level Analysis," Journal of Management Studies, Wiley Blackwell, vol. 47(7), pages 1219-1247, November.
    • Handle: RePEc:bla:jomstd:v:47:y:2010:i:7:p:1219-1247
    DOI: 10.1111/j.1467-6486.2009.00911.x
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