High commitment HR practices, the employment relationship and job performance: A test of a mediation model. Issue 4 (August 2016)

• Record Type: Journal Article
• Authors: Latorre, Felisa; Guest, David; Ramos, José; Gracia, Francisco J.
• Is Part Of: European management journal. Volume 34:Issue 4(2016:Aug.)
• Page Start: 328
• Page End: 337
• Publication Date: 2016-08
• Subjects: High commitment HR practices -- Performance -- Social exchange -- Psychological contract -- Job insecurity -- Organizational support -- Job satisfaction; Management -- Periodicals; Management -- Europe -- Periodicals; Gestion -- Périodiques; Gestion -- Europe -- Périodiques; Management; Europe; Periodicals; Electronic journals; 658.0094
• DOI: 10.1016/j.emj.2016.05.005
• Languages: English
• ISSNs: 0263-2373

Abstract

Abstract: Purpose: 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.