Abstract
PurposeThis study aims to explain the effects of perceived HRM practices on employees’ attitudinal and behavioral responses, specifically, how perceived HRM practices influence organizational citizenship behavior (OCB).Design/methodology/approachUsing a sample of 276 employees working in healthcare centers, we conducted a cross-sectional research design with structural equation modelling and path-modeling techniques (PROCES macro).FindingsResults provide evidence of the mediating role that organizational trust and job satisfaction play in the relationship between HRM organizational practices and employees’ OCB, as well as the conditional role that organizational justice levels play on these indirect effects, enhancing the impact of perceived HRM practices on employees’ behaviors.Practical implicationsThis study provides practical insights to help organizations and managers enhance employees OCB to go above and beyond, directly contributing to organizational performance through effective HRM practices, promoting organizational trust, job satisfaction and the perceptions of organizational justice.Originality/valueThis empirical study makes several contributions. When employees perceive organizational justice, the impact of perceived HRM practices on behaviors that drive performance improvements contributes to raise both their organizational trust and OCB. If managers and organizations want to increase their impacts, they should invest in developing a sense of organizational justice among employees.
Published Version
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