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

K. Alfes*, A. D. Shantz, C. Truss, E. C. Soane

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

481 Citations (Scopus)


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 leadertextendashmember 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.
Original languageEnglish
Pages (from-to)330-351
Number of pages22
JournalInternational Journal of Human Resource Management
Issue number2
Early online date22 May 2012
Publication statusPublished - 1 Jan 2013
Externally publishedYes

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