High‐commitment human resource practices and employee outcomes: The contingent role of organisational identification
Year: 2019
Type: article
Study design: Observational Study
Abstract: In this paper, we examine whether the relationship between high‐commitment human resource (HR) practices and two employee outcomes, quit intentions and organisational citizenship behaviours (OCBs), is contingent on organisational identification. Incorporating insights from both social exchange and social identity theories, we propose that the relationship between high‐commitment HR systems, intention to quit, and OCBs is attenuated when employees strongly identify with their organisation. This proposition was tested and supported with employees of a Swedish relocation company and a Greek shipping organisation. For high identifiers, as perceptions of HR practices deteriorated from high to low, they were associated with smaller increases in quit intentions and smaller decreases in citizenship behaviours. But overall, high identifiers always had lower quit intentions and higher citizenship behaviours than low identifiers, which is managerially reassuring.
Institutions: University of Leeds, Cardiff University, University of Bristol
Language: English
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W2969847912