The association of HRM practices with organizational citizenship behaviors: The mediating role of work engagement, perceived organizational support and leader-member exchange

Amelia Manuti, Alessandro Lo Presti, Maria Luisa Giancaspro

Accepted December 31, 2021

First published December 31, 2021

https://doi.org/10.26387/bpa.292.2

Abstract

Some of the most recent contributions on HRM practices have highlighted how employees’ perceptions about people management could be proximal predictors of positive attitudes and behaviors. The main aim of the present contribution was to examine if and to what extent a positive employees’ HRM perception could be related to organizational citizenship behaviors, being work engagement, perceived organizational support, and leader-member exchange mediators of this association. The study was carried out in a healthcare private organization located in Southern Italy. 407 employees filled in a questionnaire encompassing socio-professional information and measures of HRM Perception, perceived organizational support, work engagement, leader member exchange, and organizational citizenship behavior. Results confirmed the crucial role played by employees’ perceptions of HRM practices for organizational citizenship behaviors, supporting the people-based view of organizations.

References

  • AHMADI, S., TAJABADI, S., NAGAHI, M. &NAGAHISARCHOGHAEI, M. (2014). Effect of leader-memberexchange on perceived organizational support. InternationalJournal of Research in Organizational Behavior and HumanResource Management, 2 (1), 98-122.

  • ALBRECHT, S., BAKKER, A., GRUMAN, J., MACEY, W. & SAKS,A. (2015). Employee engagement, human resource managementpractices and competitive advantage. Journal of OrganizationalEffectiveness, 2 (1), 7-35.

  • ALFES, K., SHANTZ, A., TRUSS, C. & SOANE, E. (2013).The link between perceived human resource managementpractices, engagement, and employee behaviour: A moderatedmediation model. The International Journal of Human ResourceManagement, 24 (2), 330-351.

  • ALFES, K., TRUSS, C., SOANE, E., REES, C. & GATENBY, M. (2013).The relationship between line manager behavior, perceived HRMpractices, and individual performance: Examining the mediatingrole of engagement. Human Resource Management, 52 (6),839-859.

  • ALLEN,D.,SHORE,L.&GRIFFIETH,R.(2003).Theroleofperceivedorganizational support and supportive human resource practicesin the turnover process. Journal of Management, 29 (1), 99-118.

  • ANAND, S., VIDYARTHI, P., LIDEN, P. & ROUSSEAU, D. (2010).Goodcitizensinpoor-qualityrelationships:Idiosyncraticdealsasa substitute for relationship quality. The Academy of ManagementJournal, 53 (5), 970-988.

  • ARGENTERO, P., CORTESE, C.G. & FERRETTI, M.S. (2008). Anevaluation of organizational citizenship behavior: Psychometriccharacteristics of the Italian version of Podsakoff et al.’s scale.TPM, 15 (2), 61-75.

  • BABCOCK-ROBERSON, M. & STRICKLAND, O. (2010). Therelationship between charismatic leadership, work engagement,and organizational citizenship behaviors. The Journal ofPsychology Interdisciplinary and Applied, 144 (3), 313-326.

  • BALDUCCI, C., FRACCAROLI, F. & SCHAUFELI, W.B. (2010).Psychometricpropertiesof theItalian versionof theUtrecht workengagement scale (UWES-9). European Journal of PsychologicalAssessment, 26 (2), 143-149.

  • BALUCH, A., SALGE, T. & PIENING, E. (2013). Untangling therelationship between HRM and hospital performance: Themediating role of attitudinal and behavioral HR outcomes. TheInternational Journal of Human Resource Management, 24 (16),3038-3061.

  • BANDALOS, D.L. (2002). The effects of item parceling on goodness-of-fit and parameter estimate bias in structural equationmodeling. Structural Equation Modeling: A MultidisciplinaryJournal, 9 (1), 78-102.

  • BATTISTELLI,A.&MARIANI,M.G.(2011).Supportoorganizzativo:Validazione della versione italiana della Survey of perceivedorganizational support (versione a 8 item). Giornale Italiano diPsicologia, 38 (1), 189-211.

  • BEARDWELL, I., HOLDEN, L. & CLAYDON, T. (2004). Humanresource management a contemporary approach, 4th edition.Harlow: Prentice Hall.

  • BOON, C. & KALSHOVEN, K. (2014). How high-commitmentHRM relates to engagement and commitment: The moderatingrole of task proficiency. Human Resource Management, 53 (3),403-420.

  • BOXALL, P., GUTHRIE, J.P. & PAAUWE, J. (2016). Editorialintroduction: Progressing our understanding of the mediatingvariables linking HRM, employee well-being and organisationalperformance. Human Resource Management Journal, 26 (2),103-111.

  • BREEVART, K., BAKKER, A., DEMEROUTI, E. & VAN DENHEUVEL, M. (2015). Leader-member exchange, workengagement, and job performance. Journal of ManagerialPsychology, 30 (7), 754-770.

  • CALIGIURI, P., DE CIERI, H., MINBAEVA, D., VERBEKE, A. &ZIMMERMANN, A. (2020). International HRM insights fornavigating the COVID-19 pandemic: Implications for futureresearch and practice. Journal of International Business Studies,51, 697-713.

  • CARNEVALE, J. & HATAK, I. (2020). Employee adjustment andwell-being in the era of COVID-19: Implications for humanresource management. Journal of Business Research, 33 (7),183-187.

  • CASIMIR, G, NGEE, Y., NG, K., WANG, Y. & OOI, G. (2014). Therelationships amongst leader-member exchange, perceivedorganizational support, affective commitment, and in-roleperformance. Leadership & Organization Development Journal,35 (5), 366-385.

  • CROPANZANO, R. & MITCHELL, M. (2005). Social exchangetheory: An interdisciplinary perspective. Journal of Management,31 (6), 874-900.

  • DAWLEY, D., HOUGHTON, J. & BUCKLEW, N. (2010). Perceivedorganizational support and turnover intention: The mediatingeffects of personal sacrifice and job fit. The Journal of SocialPsychology, 150 (3), 238-257.

  • DYSVIK, A. & KUVAAS, B. (2010). Exploring the relative andcombined influence of mastery-approach goals and workintrinsic motivation on employee turnover intention. PersonnelReview, 39 (5), 622-638.

  • EISENBERGER, R., HUNGTINGTON, R., HUTCHISON, S. &SOWA, D. (1986). Perceived organizational support. Journal ofApplied Psychology, 71, 500-507.

  • ERTÜRK, A. (2014). Influences of HR practices, social exchange, andtrust on turnover intentions of public IT professionals. PublicPersonnel Management, 43 (1), 140-175.

  • GAVINO, M., WAYNE, S. & ERDOGAN, B. (2012). Discretionaryand transactional human resource practices and employeeoutcomes: The role of perceived organizational support. HumanResource Management, 51 (5), 665-686.

  • GOULD-WILLIAMS, J. & DAVIES, F. (2005). Using social exchangetheory to predict the effects of HRM practice on employeeoutcomes: An analysis of public sector workers. PublicManagement Review, 7 (1), 1-24.

  • HAMOUCHE, S. (2021). Human resource management and theCOVID-19 crisis: Implications, challenges, opportunities, andfuture organizational directions. Journal of Management &Organization, 1-16.

    doi.org/10.1017/ jmo.2021.15
  • KEHOE, R. & WRIGHT, P. (2013). The impact of high-performancehuman resource practices on employees’ attitudes and behaviors.Journal of Management, 39 (2), 366-391.

  • KILROY, S., FLOOD, P.C., BOSAK, J. & CHÊNEVERT, D. (2017).Perceptions of high-involvement work practices, person-organization fit, and burnout: A time-lagged study of health careemployees. Human Resource Management, 56 (5), 821-835.

  • KLINE, R.B. (2015). Principles and practice of structural equationmodeling. NewYork, NY: Guilford.

  • KURTESSIS, J., EISENBERGER, R., FORD, M., BUFFARDI, L.,STUART, K. & ADIS, C. (2015). Perceived organizationalsupport: A meta-analytic evaluation of organizational supporttheory. Journal of Management, 1-31.

  • KUVAAS,B.&DYSVIK,A.(2010).Exploringalternativerelationshipsbetween perceived investment in employee development,perceived supervisor support and employee outcomes. HumanResource Management Journal, 20 (2), 138-156.

  • LAM, W., CHEN, Z. & TAKEUCHI, N. (2009). Perceived humanresource management practices and intention to leave ofemployees: The mediating role of organizational citizenshipbehavior in a Sino-Japanese joint venture. The InternationalJournal of Human Resource Management, 20 (11), 2250-2270.

  • LEGGAT, S., BARTRAM, T. & STANTON, P. (2011). Highperformance work systems: The gap between policy and practicein health care reform. Journal of Health Organization andManagement, 25 (3), 281-297.

  • LI, X., SANDERS, K. & FRENKEL, S. (2012). How leader-memberexchange, work engagement and HRM consistency explainChinese luxury hotel employees’ job performance. InternationalJournal of Hospitality Management, 34 (4), 1059-1066.

  • LITTLE, T.D., CUNNINGHAM, W.A., SHAHAR, G. & WIDAMAN,K.F. (2002). To parcel or not to parcel: Exploring the question andweighing the merits. Structural Equation Modeling, 9, 151-173.

  • MACEY, W. & SCHNEIDER, B. (2008). Engaged in engagement: Weare delighted we did it. Industrial and Organizational Psychology,1 (1), 76-83.

  • MAYES, B.T., FINNEY, T.G., JOHNSON, T.W., SHEN, J. & YI, L.(2017). The effect of human resource practices on perceivedorganizational support in the People’s Republic of China. TheInternational Journal of Human Resource Management, 28 (9),1261-1290.

  • MESSERSMITH, J., PATEL, P., LEPAK, D. & GOULD-WILLIAMS,J. (2011). Unlocking the black box: Exploring the link betweenhigh-performance work systems and performance. Journal ofApplied Psychology, 96 (6), 1105-1118.

  • NASURDIN, A., HEMDI, A.M. & PHEI-GUAT, L. (2008). Doesperceived organizational support mediate the relationshipbetween human resource management practices andorganizational commitment? Asian Academy of ManagementJournal, 13 (1), 15-36.

  • NEWMAN, A., MIAO, Q., HOFFMAN, P. & ZHU, C. (2016). Theimpact of socially responsible human resource management onemployees’ organizational citizenship behaviour: The mediatingrole of organizational identification. The International Journal ofHuman Resource Management, 27 (4), 440-455.

  • NGOC SU, D., TRA, D., HUYNH, H., NGUEN, T. & O’MAHONY, B.(2021). Enhancing resilience in the Covid-19 crisis: Lessons fromhuman resource management practices in Vietnam. CurrentIssues in Tourism, 1-17.

  • NOE, R., HOLLENBECK, J., GERHART, B. & WRIGHT, P. (2006).Human Resource Management: Gaining a Competitive Advantage.Illinois: Irwin Professional.

  • PECCEI, R.E., VAN DE VOORDE, F.C. & VAN VELDHOVEN,M.J.P.M. (2013). HRM, well-being and performance: Atheoretical and empirical review. In J. Paauwe, D.E. Guest & P.M.Wright (Eds.), HRM & Performance: Achievements & Challenges.London: Wiley.

  • PODSAKOFF, N., WHITING, S., PODSAKOFF, P. & BLUME, B.(2009). Individual- and organizational-level consequences oforganizational citizenship behaviors: A meta-analysis. Journal ofApplied Psychology, 94 (1), 122-141.

  • PODSAKOFF, P., BOMMER, W., PODSAKOFF, N. & MacKENZIE,S. (2006). Relationships between leader reward and punishmentbehavior and subordinate attitudes, perceptions, and behaviors: Ameta-analyticreviewofexistingandnewresearch.OrganizationalBehavior and Human Decision Processes, 99, 113-142.

  • PODSAKOFF, P., MacKENZIE, S., MOORMAN, R. & FETTER,R. (1990). Transformational leader behaviors and their effectson followers’ trust in leader, satisfaction, and organizationalcitizenship behaviors. Leadership Quarterly, 1 (2), 107-142.

  • POSDAKOFF, P., MacKENZIE, S., PAINE, B. & BACHRACH, D.(2000). Organizational citizenship behavior: A critical review ofthe theoretical and empirical literature and suggestions for futureresearch. Journal of Management, 26 (3), 513-563.

  • POSTHUMA, R., CAMPION, M.C., MASIMOVA, M. & CAMPION,M.A. (2013). A high-performance work practices taxonomy:Integrating the literature and directing future research. Journal ofManagement, 39 (5), 1184-1220.

  • RHOADES, L. & EISENBERGER, R. (2002). Perceived organizationalsupport: A review of the literature. Journal of Applied Psychology,87 (4), 698-714.

  • RODWELL, J. & TEO, S. (2008). The influence of strategic HRM andsectoronperceivedperformanceinhealthservicesorganizations.The International Journal of Human Resource Management, 19(10), 1825-1841.

  • SAKS, A. (2006). Antecedents and consequences of employeeengagement. Journal of Managerial Psychology, 21 (7), 600-619.

  • SANDERS, K., DORENBOSCH, L. & DE REUVER, R. (2008). Theimpact of individual and shared employee perceptions of HRMon affective commitment. Personnel Review, 37 (4), 412-425.

  • SCANDURA, T.A. & SCHRIESHEIM, C.A. (1994). Leader-memberexchange and supervisor career mentoring as complementaryconstructs in leadership research. Academy of ManagementJournal, 37 (6), 1588-1602.

  • SCHAUFELI, W.B. & BAKKER, A.B. (2003). Utrecht workengagement scale: Preliminary manual. Utrecht: OccupationalHealth Psychology Unit, Utrecht University.

  • SCHAUFELI, W., SALANOVA, M., GONZALEZ-ROMA, V. &BAKKER, A. (2002). The measurement of engagement andburnout: A two sample confirmatory factor analytic approach.Journal of Happiness Studies, 3 (1), 71-92.

  • SIDDIQUE, M., PROCTER, S. & GITTELL, J.H. (2019). Therole of relational coordination in the relationship betweenhigh-performance work systems (HPWS) and organizationalperformance. Journal of Organizational Effectiveness: People andPerformance, 6 (4), 246-266.

  • SPREITZER, G. & PORATH, C. (2012). Creating sustainableperformance. Harvard Business Review, 90, 92-99.

  • TAKEUCHI, N. & TAKEUCHI, T. (2013). Committed to theorganization or the job? Effects of perceived HRM practiceson employees’ behavioral outcomes in the Japanese healthcareindustry. The International Journal of Human ResourceManagement, 24 (11), 2089-2106.

  • TRINCHERO, E., BORGONOVI, E. & FARR-WHARTON, B.(2014). Leader-member exchange, affective commitment,engagement, wellbeing, and intention to leave: Public versusprivate sector Italian nurses. Public Money & Management, 34(6), 381-388.

  • TRUSS, C., SHANTZ, A., SOANE, E., ALFES, K. & DELBRIDGE,R. (2013). Employee engagement, organizational performance,and individual wellbeing: Exploring the evidence, developingthe theory. The International Journal of Human ResourceManagement, 24 (14), 2657-2669.

  • VELD, M., PAAUWE, J. & BOSELIE, P. (2010). HRM and strategicclimates in hospitals: Does the message come across at the wardlevel? Human Resource Management Journal, 20 (4), 339-356.

  • VENKATARAMAN, V., GREEN, S. & SCHLEICHER, D. (2010).Well-connected leaders: The impact of leaders’ social networkties on LMX and members’ work attitudes. Journal of AppliedPsychology, 95, 1071-1084.

  • WANG, Y., KIM, S., RAFFERTY, A. & SANDERS, K. (2020).Employee perceptions of HR practices: A critical review andfuture directions. The International Journal of Human ResourceManagement, 31 (1), 128-173.

  • WESTON, R. & GORE Jr, P.A. (2006). A brief guide to structuralequation modeling. The Counseling Psychologist, 34 (5), 719-751.

  • WOOD, S. & DE MENEZES, L. (1998). High commitmentmanagement in the U.K.: Evidence from the workplace industrialrelations survey and employers’ manpower and skills practicessurvey. Human Relations, 51 (4), 485-515.

SHOW ALL REFERENCES (66)HIDE REFERENCES

Related articles

Article info

Cite the article:

Author Surname Author Initial. Title. Publication Title. Year Published;Volume number(Issue number):Pages Used. doi:DOI Number.


Manuti Amelia. Lo Presti Alessandro. Giancaspro Maria Luisa . The association of HRM practices with organizational citizenship behaviors: The mediating role of work engagement, perceived organizational support and leader-member exchange. BPA Applied Psychology Bulletin. 2021;292(1):13-25. doi:10.26387/bpa.292.1.

Citation tool

How to cite this article

Author Surname Author Initial. Title. Publication Title. Year Published;Volume number(Issue number):Pages Used. doi:DOI Number.


Manuti Amelia. Lo Presti Alessandro. Giancaspro Maria Luisa . The association of HRM practices with organizational citizenship behaviors: The mediating role of work engagement, perceived organizational support and leader-member exchange. BPA Applied Psychology Bulletin. 2021;292(1):13-25. doi:10.26387/bpa.292.1.