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

K. Alfes, A.D. Shantz, C. Truss, E.C. Soane

Research output: Contribution to journalArticleScientificpeer-review

Abstract

This study contributes to our understanding of the mediating and moderating processes through which human resource management (HRM) practices are linked with behavioural outcomes. We developed and tested a moderated mediation model linking perceived HRM practices to organisational citizenship behaviour and turnover intentions. Drawing on social exchange theory, our model posits that the effect of perceived HRM 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.
Keywords: employee engagement, leader–member exchange, organisational citizenship behaviour, perceived HRM practices, perceived organisational support, turnover intentions
Original languageEnglish
Pages (from-to)330-351
JournalInternational Journal of Human Resource Management
Volume24
Issue number2
DOIs
Publication statusPublished - 2013

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