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Do high-performance HR practices augment OCBs? The role of psychological climate and work engagement

Do high-performance HR practices augment OCBs? The role of psychological climate and work engagement The purpose of this paper is to explore the relationship between high-performance HR practices (HPHRPs), psychological climate (PC), work engagement (WE) and organizational citizenship behaviors (OCBs) among IT professionals. This study further intends to provide a framework to understand and predict factors affecting organizational citizenship performance in the Indian IT sector.Design/methodology/approachThe analysis is based on a sample of 464 IT employees working in 29 information-intensive global organizations, and the statistical method employed is structural equation modeling.FindingsThe results of the present study demonstrated the significance of employees’ perceptions of PC through which HPHRPs can boost employees’ WE, which, in turn, has come out to be the principal mechanism through which HPHRPs and PC have impact on OCBs.Research limitations/implicationsThe results have established a platform where HR managers can be motivated to open up new avenues to employees where they can be psychologically involved in work roles and feel highly motivated to bring their good spirits at the workplace in order to benefit the organization at large.Originality/valueThis research explores the changing dynamics of Indian business scenario in the IT context. IT professionals may perceive and react differently to the HR system in the organization and have higher expectations of congenial working conditions that enhance their capability to employ personal skills and resources in the realization of organizational goals. Thus, the study tries to tap their experiences and perceptions and map their performances in the organization. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Productivity and Performance Management Emerald Publishing

Do high-performance HR practices augment OCBs? The role of psychological climate and work engagement

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1741-0401
DOI
10.1108/ijppm-02-2018-0057
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to explore the relationship between high-performance HR practices (HPHRPs), psychological climate (PC), work engagement (WE) and organizational citizenship behaviors (OCBs) among IT professionals. This study further intends to provide a framework to understand and predict factors affecting organizational citizenship performance in the Indian IT sector.Design/methodology/approachThe analysis is based on a sample of 464 IT employees working in 29 information-intensive global organizations, and the statistical method employed is structural equation modeling.FindingsThe results of the present study demonstrated the significance of employees’ perceptions of PC through which HPHRPs can boost employees’ WE, which, in turn, has come out to be the principal mechanism through which HPHRPs and PC have impact on OCBs.Research limitations/implicationsThe results have established a platform where HR managers can be motivated to open up new avenues to employees where they can be psychologically involved in work roles and feel highly motivated to bring their good spirits at the workplace in order to benefit the organization at large.Originality/valueThis research explores the changing dynamics of Indian business scenario in the IT context. IT professionals may perceive and react differently to the HR system in the organization and have higher expectations of congenial working conditions that enhance their capability to employ personal skills and resources in the realization of organizational goals. Thus, the study tries to tap their experiences and perceptions and map their performances in the organization.

Journal

International Journal of Productivity and Performance ManagementEmerald Publishing

Published: Jul 17, 2019

Keywords: India; Work engagement; Psychological climate; IT professionals; Organizational citizenship behaviours (OCBs)

References