High‐commitment human resource practices and employee outcomes: The contingent role of organisational identification

Published on Nov 1, 2019in Human Resource Management Journal
· DOI :10.1111/1748-8583.12248
Ahmed Mostafa24
Estimated H-index: 24
(University of Leeds),
Paul Andrew Bottomley24
Estimated H-index: 24
(Cardiff University)
+ 2 AuthorsSophie Lythreatis3
Estimated H-index: 3
(UoB: University of Bristol)
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.
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