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

Mostafa, Ahmed Mohammed Sayed, Bottomley, Paul ORCID: https://orcid.org/0000-0001-8131-6768, Gould-Williams, Julian ORCID: https://orcid.org/0000-0003-1368-1792, Abouarghoub, Wessam ORCID: https://orcid.org/0000-0002-1647-1291 and Lythreatis, Sophie 2019. High‐commitment human resource practices and employee outcomes: The contingent role of organisational identification. Human Resource Management Journal 29 (4) , pp. 620-636. 10.1111/1748-8583.12248

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Abstract

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.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Publisher: Wiley
ISSN: 0954-5395
Date of First Compliant Deposit: 20 June 2019
Date of Acceptance: 6 June 2019
Last Modified: 26 Nov 2022 03:27
URI: https://orca.cardiff.ac.uk/id/eprint/123585

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