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High-performance human resource practices, organizational identification and employee commitment: the moderating role
Yifan Yang1, Ahmed Mohammed Sayed Mostafa2,3
1University of Bristol Business School, University of Bristol, Bristol, United Kingdom.
Purpose:
Drawing on social exchange and social identity theories, this study examines the mediating role of organizational identification on the relationship between high-performance human resource practices (HPHRPs) and employee commitment. The study further examines the moderating role of organizational culture in this mediated relationship.
Method:
A cross-sectional survey was conducted with 340 employees from state-owned enterprises in China, and SPSS was used to test the hypothesized relationships.
Findings:
The results indicate that organizational identification acts as a mediator of the relationship between HPHRPs and employee commitment. Additionally, organizational culture moderates the strength of this mediated relationship, affecting the degree to which HPHRPs foster commitment.
Originality:
This study contributes to the literature by integrating social exchange and social identity theories to explain the psychological mechanisms underlying the employee-organization relationship. It also extends the understanding of how organizational identification mediates the link between HPHRPs and commitment, and how organizational culture moderates these effects, providing a more comprehensive understanding of these interrelated dynamics in organizational settings.
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