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

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