The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

Alfes, K, Shantz, A D, Truss, C and Soane, E C (2013) The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. International Journal of Human Resource Management, 24 (2). pp. 330-351. ISSN 0958-5192

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Abstract

This study contributes to our understanding of the mediating and moderating processes through which human resource management (HRM) practices are linked with behavioural outcomes. We developed and tested a moderated mediation model linking perceived HRM practices to organisational citizenship behaviour and turnover intentions. Drawing on social exchange theory, our model posits that the effect of perceived HRM practices on both outcome variables is mediated by levels of employee engagement, while the relationship between employee engagement and both outcome variables is moderated by perceived organisational support and leader–member exchange. Overall, data from 297 employees in a service sector organisation in the UK support this model. This suggests that the enactment of positive behavioural outcomes, as a consequence of engagement, largely depends on the wider organisational climate and employees’ relationship with their line manager. Implications for practice and directions for future research are discussed.

Item Type: Article
Keywords: employee engagement; leader–member exchange; organisational citizenship behaviour; perceived HRM practices; perceived organisational support; turnover intentions
Schools and Departments: School of Business, Management and Economics > Business and Management
Subjects: H Social Sciences > H Social Sciences (General)
Depositing User: Joy Blake
Date Deposited: 19 Jun 2012 13:45
Last Modified: 02 Apr 2014 08:53
URI: http://sro.sussex.ac.uk/id/eprint/47909
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