Abstract
This paper contributes to the development of the human resource management (HRM) literature through developing the linkages between HRM practices and employee attitudes and behaviours. It is widely believed that the implementation of high commitment human resource management (HRM) practices (e.g., training and development, communication, and participative decision making) can create strategic advantage for the organisation (e.g., Arthur, 1994; Delaney and Huselid, 1996). It is also suggested that HRM practices could shape employee attitudes and behaviours. However, the intervening mechanisms of this effect are yet to be examined. Researchers have pointed to the need to understand the means by which these practices exert their influence on employee commitment and other individual outcomes (Meyer and Smith, 2000).Drawing on social exchange theory (Blau, 1964), this paper aims to address this need by developing a theoretical framework which explicitly links employee perceptions of HRM practices and important work outcomes via perceived fulfilment of the psychological contract. Drawing upon psychological contract theory, it is proposed that commitment HRM practices create a more positive psychological contract (and thus higher perceptions of fulfilment of the psychological contract). This will in turn, lead to increased affective commitment and enhanced organisational citizenship behaviours (OCB).
Highlights
As trends toward restructuring, mergers and acquisitions, e-commerce technology and global competition continue, organisations are increasingly pressured to make changes in the way their workforce is managed (Noer, 1993; Kissler, 1994; Coffey, Cook, and Hunsaker, 1994; Kreitner and Kinicki, 1995; Hitt, 1998, Cappeli, 1999)
Drawing on social exchange theory (Blau, 1964), this paper aims to address this need by developing a theoretical framework which explicitly links employee perceptions of human resource management (HRM) practices and important work outcomes via perceived fulfilment of the psychological contract
HRM practices have been regarded as effective tools for enhancing organisational commitment
Summary
Mergers and acquisitions, e-commerce technology and global competition continue, organisations are increasingly pressured to make changes in the way their workforce is managed (Noer, 1993; Kissler, 1994; Coffey, Cook, and Hunsaker, 1994; Kreitner and Kinicki, 1995; Hitt, 1998, Cappeli, 1999). The psychological contract reflects employees’ perceptions of the mutual expectations and obligations between themselves and their employer Such a definition suggests a firm’s human resource management practices allow an organisation to communicate to employees the proposed contract, including the organisation’s promises on the one hand (e.g., to train, promote and reward), and expectations on the other (e.g., to perform to some standard, to learn new skills) (Guzzo & Noonan, 1994). None of the empirical studies to date have examined employee perceptions of psychological contract fulfilment as a mediator between high commitment HRM practices and different work outcomes; that is, the mechanisms by which these practices relate to affective commitment, and organisational citizenship behaviour are yet to be examined. Perceived psychological contract fulfilment mediates the relationship between the high commitment management work practices and OCB
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