High-involvement human resource practices, affective commitment, and organizational citizenship behaviors

Abstract

Although understanding the concept of organizational citizenship behaviors (OCBs) in a service context is important, very few studies have investigated what motivates frontline service employees to exhibit such behaviors. This study examines how high-involvement human resource (HR) practices influence affective commitment, which contributes to citizenship behaviors in service settings from the employees' point of view. Based on previous studies, this study proposed a conceptual model and hypothesized that five constructs of HR practices (i.e. recognition, empowerment, competence development, fair rewards, and information sharing) facilitate the development of frontline employees' affective commitment. This kind of organizational commitment in turn contributes to OCB (i.e. loyalty, participation, and service delivery). Data were collected from 172 contact employees of Taiwanese restaurants. The result indicated that high-involvement HR practices play an important role in determining contact employees' affective commitment. Moreover, affective commitment was found to be an effective linkage between high-involvement HR practices and contact employees' citizenship behaviors.

Keywords:

• high-involvement
• affective commitment

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