The HR Practices and Organizational Citizenship Behavior

Author(s)

Bilqees Ghani , Khalid Rasheed Memon ,

Download Full PDF Pages: 43-52 | Views: 714 | Downloads: 214 | DOI: 10.5281/zenodo.3702065

Volume 9 - January 2020 (01)

Abstract

A considerable amount of studies showed a positive approach towards HR practices and organizational effectiveness, but the research regarding the importance of the association between HR practices and organizational citizenship behavior remains scarce. This study, therefore, aimed to examine the relationship between selected HR practices including recruitment & selection, training & development, and compensation & benefit and organizational citizenship behavior. A quantitative method was employed to collect the data in which 251 employees were being participated through the snowball sampling technique with all aspects. Data were analyzed using the statistical software package SPSS 20. The results found a positive relationship between HR practices and organizational citizenship behavior. Moreover, training and development have the greatest deal of streamlines to improve organizational citizenship behavior.

Keywords

HR Practices, Organizational Citizenship Behavior, Performance effectiveness

References

i.        Ahmad, N. M. N; Dr. Shaiful, A. K; Dr. Nik, R. N; Abdul Rashid (2013), Human Resource Diversity Management Practices andOrganizational Citizenship Behavior: A ConceptualModel, Vol. 3, No. 8, 2222-6990

ii.      Anit, A., Anat, D. Z (2007), Exploring Organizational Citizenship Behavior from an Organizational Perspective: The Relationship between Organizational Learning and Organizational Citizenship Behavior, Journal of Occupational and Organizational Psychology, Vol (77), 281-298

iii.    Asim, M., Muhammed, A. S; Ali, I; Syed, M.A.J (2012), Impact of HR Practices on Organizational Citizenship Behavior and Mediating Effect of Organizational Commitment in NGO’s of Pakistan, World Applied Sciences Journal, Vol (18), No (7), 901-908

iv.     Charbel, J.,Chiappetta, J; Fernando C;Almada, S (2008), The central role of human resource management in the search for sustainable organizations, The International Journal of Human Resource Management.

v.       Dariusz, T., Agnieszka, W. T (2015), HRM Practices Influence Organizational CitizenshipBehavior? Mediating the Role of Person organizational Fit, Technology Innovation and Industrial Management.

vi.     Guy,P., Michel, T. (2007), The Influence of High-Involvement Human Resources Practices Procedural Justice, Organizational Commitment, and Citizenship Behaviors on Information Technology Professionals' Turnover Intentions, Group & OrganizationManagement Vol( 32) No( 3), 326-35

vii.   Hugh, S., Ken, S(2000) In search of the changing role of the corporate human resource function in the international firm, The International Journal of Human Resource Management, 11:6, 1061-1081.

viii. Hui, W., Kenneth S. L; Rick D. H; Duanxu, W;  Zhen, X. C (2000). The Academy of Management Journal, Vol. 48, No. 3, pp. 420-432

ix.     Irene, K. H. C., Peifen, C(1999) Effects of strategic human resource management on strategic vision, The International Journal of Human Resource Management, Vol(10), No (6), 1031-1045

x.       James M. D., Douglas J. B;Allen M. K; Robert G. L (2002), Examining the Role of Job Involvement and Work Centrality in Predicting Organizational Citizenship Behavior and Job Performance, Journal of Organizational Behavior, Vol (23), 93-108

xi.     Linn, V.  D., Jonl, P (2004), Psychological ownership and feelings of possession: three field studies predicting employee attitudes and organizational citizenship behavior, Journal of Organizational Behavior. 25, 439–459

xii.   Marcia, T., Dori, F (2008) Strategic Human Resource Management in U.S. Luxury Resorts—A Case Study, Journal of Human Resources in Hospitality & Tourism, Vol(8), No(1), 82-95

xiii. Marilyn Fenwick (2005) Extending strategic international human resource management research and pedagogy to the non-profit multinational, The International Journal of Human Resource Management, Vol (16), No (4), 497-512

xiv. Orlando, C. R., Nancy, B. J (2001) Strategic human resource management effectiveness and firm performance, The International Journal of Human Resource Management, Vol (12), No (2), 299-310

xv.   Paul, G., Emma, P; Kristen, R (2008) The impact of bundles of strategic human resource management practices on the performance of European firms, The International Journal of Human Resource Management, Vol(19), No(11), 2041-2056

xvi. Philip M., Podsakoff, S.  B; MacKenzie, J. B. P; Daniel, G. B (2000). Organizational Citizenship Behaviors: ACritical Review of the Theoretical andEmpirical Literature and Suggestions forFuture Research,Journal of Management, Vol. 26, No. 3, 513–563

xvii.     Reeshad, S. D (2005). A Meta-Analysis of the Relationship between Organizational Citizenship Behavior and Counterproductive Work Behavior, Journal of Applied Psychology, Vol. 90, No. 6, 1241–1255

xviii.   Steven, A.,  Nicolas, B; Erika, B; Jonathan, B; Rodney, C; Jsabelle, D; Chrystine, G; Carlo, S (2003), Organizational citizenshipbehavior: a case study ofculture, leadership and trust, Journal of Management Decision,Vol. 42 No. 1, 2004, pp. 13-40

xix. Sumayya, B.,  Sun, Z; Mohammad, A. H. S (2014), Investigating the Relationship betweenRecruitment & Selection Practice and OCBDimensions of Commercial Banks in China, International Journal of Academic Research in Management (IJARM), Vol. 3, No. 2, 2014, Page: 146-154

xx.   Susan, E. J., Randall S. S; Kaifeng, J (2014) An Inspirational Framework for Strategic Human Resource Management, The Academy of Management Annals, Vol(8), No(1), 1-56

xxi. William, H. T; Mark C. B; Scott, W. L; James, M. B (2003), Journal of Management 2003 29(2) 187–206

xxii. Yingying, Z., Chad, A (2010) The role of cultural values on a firm's strategic human resource management development: a comparative case study of Spanish firms in China, The International Journal of Human Resource Management, Vol (21), No(11),1911-1930

Cite this Article: