Abstract
Purpose: This study aims at providing empirical evidence on the extent to which organisational commitment mediates and strengthens the relationship between human resource management practices and organisational citizenship behaviour amongst administrative staff working in Jordanian universities. Design/methodology/approach: Data were gathered using a questionnaire. The population of the study consisted of administrative staff working at 29 universities. A total of 350 employees participated in the study. Data analysis involved the computation of descriptive statistics, as well as structural equation modelling, factor analysis, regression and correlation analysis. Finding/results: The results of the study indicated that the human resource management practices, organisational commitment, and organisational citizenship behaviour were statistically significant. Moreover, it was found that human resource management practices through organisational commitment impact organisational citizenship behaviour. Practical implication: The literature supports that organisational citizenship behaviour promotes the effective functioning of any organisation as well as contributing to the overall success of the organisations. Therefore, there is a need to conduct studies that concentrate on how to improve organisational citizenship behaviour so that organisations can sustain performance. Originality/value: The conceptual model developed in this study provides relationships of human resource management practices through organisational commitment that can be used by the management of organisations as a guide to positively influence the organisational citizenship behaviour of the employees in their organisations.
Highlights
Human resources management (HRM) experienced significant changes during the 20th century (Deadrick & Stone, 2014)
According to Moore, Notz and Fligner’s (2013) criteria, the results of this study showed that H1 indicated that HRM practices have a weak impact on Organisational commitment (OC) (R2 = 0.2021, p = 0.000)
The analysis of the results shows that the OC mediated the relationship between recruitment and selection (RS) and Organisational citizenship behaviour (OCB) by 87.93%, which is known to have the highest impact of all HRM practices
Summary
Human resources management (HRM) experienced significant changes during the 20th century (Deadrick & Stone, 2014). Human resources management emphasises various issues, including the harmonisation of HRM practices with strategic organisational objectives to develop the process of employees’ recruitment and selection (RS), compensation system (CS) and performance appraisal (PA) to fulfil organisational goals (Millmore, Lewis, Saunders, Thornhill, & Morrow, 2007). Huang (2001) believed that HRM focuses on the behavioural aspects of employees and how they affect the performance of the organisation. To have control over HRM practices, Liao (2005) suggested that an organisation’s strategy should reinforce employees’ behaviours that could benefit the organisation for a certain period. Organisational citizenship behaviour (OCB) refers to what the employees choose to do on their own, which often lies outside of their job description and their contract (Organ, 1990). Roos, Fernstroom and Pike (2004) argued that OCB promotes the effective functioning of organisations, meaning that high levels of OCB create situations in which employees have a special interest, willingly comply with rules and regulations that maintain the organisation’s operations and exceed formal requirements or expectations, all of which contribute to the success of the organisation
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
