The DOI matches its Crossref record; 13 of the 13 references it cites were found in a registry or an index.
An Exploration of How the Employee–Organization Relationship Affects the Linkage Between Perception of Developmental Human Resource Practices and Employee Outcomes*
Abstract
abstract The purpose of the present study was to examine whether and how the quality of the employee–organization relationship (EOR) influences the relationship between employee perception of developmental human resource (HR) practices and employee outcomes. Analyses of 593 employees representing 64 local savings banks in Norway showed that four indicators of the EOR (perceived organizational support, affective organizational commitment, and procedural and interactional justice) moderated the relationship between perception of developmental HR practices and individual work performance. A strong and direct negative relationship was found between perception of developmental HR practices and turnover intention, but perceived procedural and interactional justice moderated this linkage. No support was found for a mediating role of the EOR indicators in the relationship between perception of developmental HR practices and employee outcomes. Implications and directions for future research are discussed.
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Citations
Cites
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The norm of reciprocity: A preliminary statement
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Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986) · Journal of Applied Psychology · doi:10.1037/0021-9010.71.3.500 · Cited by 10,023 · cited 3×
“Because employees who perceive a high level of perceived organizational support believe that the organization is committed to them and that it will protect their interests (Eisenberger et al., 1986), they are therefore more likely than employees with low POS to respond positively to HR practices.”
InfluentialThe Social Psychology of Procedural Justice
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Justice at the millennium: A meta-analytic review of 25 years of organizational justice research.
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Bowen, D. E., & Ostroff, C. (2004) · Academy of Management Review · doi:10.5465/amr.2004.12736076 · Cited by 2,996 · cited 2×
“Organizational justice can take various forms, but perhaps most relevant in an HR context are procedural and interactional justice perceptions (Bowen and Ostroff, 2004).”
Colquitt, J. A., LePine, J. A., & Noe, R. A. (2000) · Journal of Applied Psychology · doi:10.1037/0021-9010.85.5.678 · Cited by 2,126 · cited 1×
“, 2002), and higher training motivation (Colquitt et al., 2000), which may imply that they are more motivated to develop their skills and work performance through developmental HR practices than employees with B.”
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Cited by
Colquitt, J. A., Scott, B. A., Rodell, J. B., Long, D. M., Zapata, C. P., Conlon, D. E., & Wesson, M. J. (2013) · Journal of Applied Psychology · doi:10.1037/a0031757 · Cited by 1,462
Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013) · The International Journal of Human Resource Management · doi:10.1080/09585192.2012.679950 · Cited by 770
Boundaryless careers in the gig economy: An oxymoron?
Kost, D., Fieseler, C., & Wong, S. I. (2020) · Human Resource Management Journal · doi:10.1111/1748-8583.12265 · Cited by 272
Perceived organizational membership and the retention of older workers
Armstrong‐Stassen, M., & Schlosser, F. (2011) · Journal of Organizational Behavior · doi:10.1002/job.647 · Cited by 202
Managing aging workers: A mixed methods study on bundles of HR practices for aging workers
Kooij, D. T. A. M., Jansen, P. G. W., Dikkers, J. S. E., & de Lange, A. H. (2014) · The International Journal of Human Resource Management · doi:10.1080/09585192.2013.872169 · Cited by 195
Metadata
- Authors
- Kuvaas, B.
- Venue
- Journal of Management Studies
- Publisher
- Wiley
- Published
- 2007-06-05
- Volume
- 45
- Issue
- 1
- Pages
- 1-25
- ISSN
- 0022-2380 (ISSN-L)
- 1467-6486
- OpenAlex
- W2156616316
- Cited by
- 488
- References
- 13
- FWCI
- 19.22
- Type
- journal article
- Language
- en
- Open access
- closed
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