High commitment HR practices, the employment relationship and job performance: A test of a mediation model

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• 作者：Felisa Latorre^a ; ¹ ; ^{Felisa.Latorre@itam.mx" class="auth_mail" title="E-mail the corresponding author} ; David Guest^b ; ^{david.guest@kcl.ac.uk" class="auth_mail" title="E-mail the corresponding author} ; José ; Ramos^c ; ^{Jose.Ramos@uv.es" class="auth_mail" title="E-mail the corresponding author} ; Francisco J. Gracia^c ; ^{Francisco.Gracia@uv.es" class="auth_mail" title="E-mail the corresponding author}
• 关键词：High commitment HR practices ; Performance ; Social exchange ; Psychological contract ; Job insecurity ; Organizational support ; Job satisfaction
• 刊名：European Management Journal
• 出版年：2016
• 出版时间：August 2016
• 年：2016
• 卷：34
• 期：4
• 页码：328-337
• 全文大小：530 K

文摘

This study outlines and tests a high commitment model of human resource (HR) practices and its association with outcomes through a path including employee perceptions and attitudes, thereby seeking a new way of opening the so-called ‘black box’ between human resource management (HRM) and performance.

Methodology

Data were collected through a questionnaire survey with responses from 835 Spanish workers from three sectors (services, education and food manufacture). In order to test hypotheses, we conducted a path analysis.

Findings

High commitment HR practices were related to employee performance through the mediating effect of perceived organizational support, a fulfilled psychological contract and job security, as key features of the employment relationship, and job satisfaction.

Research implications/limitations

This study highlights the roles of high commitment HR and a social exchange model that places a positive employment relationship at the centre of the link between HRM and performance. In so doing, it supports a causal chain from input (HR practices) to perceptions (the employment relationship), attitudes (job satisfaction) and performance (employee behaviour). However, it is based on self-report and cross-sectional data, and hence future research should obtain independent performance data and should ideally be longitudinal.

Originality/value

This study is novel in its analysis of how high commitment HRM affects performance through the employment relationship within a social exchange analytic framework. As such, it offers an alternative, albeit complementary view of the HRM – performance link to the more dominant AMO (ability, motivation and opportunity) model.