Abstract
The aim in this study was to examine the direct effect of organizational commitment on the organizational citizenship behavior (OCB) of flight attendants employed by 6 airlines in Taiwan, and to analyze the moderating role of high-performance human resource practices (HRP) at the organizational level. Data were analyzed via a cross-level analysis using hierarchical linear modeling. Results showed that when flight attendants' affective commitment was stronger, they were more likely to exhibit OCB; when the airlines more actively adopted high-performance HRP, the flight attendants were also more likely to exhibit OCB; and when the airlines valued high-performance HRP, the relationship between the flight attendants' organizational commitment and their OCB behavior was more significant. Managerial implications are discussed and suggestions are made for future research.
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