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

Abstract

This study contributes to our understanding of the mediating and moderating processes
\nthrough which human resource management (HRM) practices are linked with
\nbehavioural outcomes. We developed and tested a moderated mediation model linking
\nperceived HRM practices to organisational citizenship behaviour and turnover
\nintentions. Drawing on social exchange theory, our model posits that the effect of
\nperceived HRM practices on both outcome variables is mediated by levels of employee
\nengagement, while the relationship between employee engagement and both outcome
\nvariables is moderated by perceived organisational support and leader–member
\nexchange. Overall, data from 297 employees in a service sector organisation in the UK
\nsupport this model. This suggests that the enactment of positive behavioural outcomes,
\nas a consequence of engagement, largely depends on the wider organisational climate
\nand employees’ relationship with their line manager. Implications for practice and
\ndirections for future research are discussed.