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

through which human resource management (HRM) practices are linked with

behavioural outcomes. We developed and tested a moderated mediation model linking

perceived HRM practices to organisational citizenship behaviour and turnover

intentions. Drawing on social exchange theory, our model posits that the effect of

perceived HRM practices on both outcome variables is mediated by levels of employee

engagement, while the relationship between employee engagement and both outcome

variables is moderated by perceived organisational support and leader–member

exchange. Overall, data from 297 employees in a service sector organisation in the UK

support this model. This suggests that the enactment of positive behavioural outcomes,

as a consequence of engagement, largely depends on the wider organisational climate

and employees’ relationship with their line manager. Implications for practice and

directions for future research are discussed.