Using social exchange theory to predict the effects of hrm practice on employee outcomes

Davies, Fiona Margaret; Gould-Williams, Julian Seymour

doi:10.1080/1471903042000339392

Cited by 398 publications

(297 citation statements)

References 39 publications

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“…We measured perceived HRM practices with a 9-item scale developed by Gould-Williams and Davies (2005). A sample item is, "I am provided with sufficient opportunities for training and development."…”

Section: Methodsmentioning

confidence: 99%

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

Alfes

Shantz

Truss

et al. 2013

The International Journal of Human Resource Management

594

586

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Original citation:Alfes, Kerstin, Shantz, Amanda, Truss, Catherine and Soane, Emma (2013) A Moderated Mediation Model AbstractThis study contributes to our understanding of the mediating and moderating processes through which human resource management practices are linked with behavioural outcomes. We developed and tested a moderated mediation model linking perceived human resource management practices to organisational citizenship behaviour and turnover intentions. Drawing on social exchange theory, our model posits that the effect of perceived human resource management practices on both outcome variables is mediated by levels of employee engagement, while the relationship between employee engagement and both outcome variables is moderated by perceived organisational support and leader-member exchange. Overall, data from 297 employees in a service sector organisation in the UK support this model. This suggests that the enactment of positive behavioural outcomes, as a consequence of engagement, largely depends on the wider organisational climate and employees' relationship with their line manager. Implications for practice and directions for future research are discussed.

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Section: Methodsmentioning

confidence: 99%

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

Alfes

Shantz

Truss

et al. 2013

The International Journal of Human Resource Management

594

586

View full text Add to dashboard Cite

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“…4 items were selected to conduct this study. HRM practices was evaluated by the scale developed by Gould-Williams and Davies (2005). 4 items were selected to conduct this study.…”

Section: Variables and Measurement Scalesmentioning

confidence: 99%

Mediating role of meaningful work between resources and work engagement in Bangladesh’s private banks

Nawrin

2018

Management &Amp; Marketing

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“…According to Gould-Williams and Davies (2005), HRMP can be classified as hard and soft. Hard practices promote control, supervision and constant monitoring.…”

Section: Introductionmentioning

confidence: 99%

Impact of Management Practices on Job Satisfaction

Omar

Salessi

Urteaga

2017

RAM, Rev. Adm. Mackenzie

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Este artigo pode ser copiado, distribuído, exibido, transmitido ou adaptado desde que citados, de forma clara e explícita, o nome da revista, a edição, o ano e as páginas nas quais o artigo foi publicado originalmente, mas sem sugerir que a RAM endosse a reutilização do artigo. Esse termo de licenciamento deve ser explicitado para os casos de reutilização ou distribuição para terceiros. Não é permitido o uso para fins comerciais. ALICIA OMARUniversidad Nacional de Rosario (UNR), Rosario -Santa Fe, Argentina. SOLANA SALESSIPontificia Universidad Católica Argentina, Rosario -Santa Fe, Argentina. FLORENCIA URTEAGAUniversidad Autónoma de Entre Ríos (UADER), Paraná -Entre Ríos, Argentina. Originality/value: clarifying the mechanisms through which HRMP influence desirable organizational outcomes, such as job satisfaction. Design/methodology/approach: a quantitative and transversal study, framed within the guidelines of the associative-explanatory strategy, was carried out. A theoretical model was proposed and tested through structural equations, with confirmatory modeling strategy. The empirical verification was performed with a sample of 557 Argentine employees, who completed the scales of HRMP (25 items); Generic Work Satisfaction (7 items), and Organizational Justice (20 items). Findings: the HRMP that generate the greatest satisfaction among workers are those oriented to employees, and to open systems. Perceptions of justice partially mediate the relationships between HRMP and worker satisfaction.. 14, 2017. Acceptance: July 3, 2017. Evaluation system: double blind review. Universidade Presbiteriana Mackenzie (UPM). Silvio Popadiuk (Editor-in-chief), Silvio Popadiuk (Associate Editor), p. 92-115.

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Using social exchange theory to predict the effects of hrm practice on employee outcomes

Cited by 398 publications

References 39 publications

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

Mediating role of meaningful work between resources and work engagement in Bangladesh’s private banks

Impact of Management Practices on Job Satisfaction

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