High‐commitment human resource practices and employee outcomes: The contingent role of organisational identification
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...
Paper Details
Title
High‐commitment human resource practices and employee outcomes: The contingent role of organisational identification
Published Date
Aug 23, 2019
Volume
29
Issue
4
Pages
620 - 636
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