Please use this identifier to cite or link to this item: http://archive.cmb.ac.lk:8080/xmlui/handle/70130/6464
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dc.contributor.authorDe Silva, M.-
dc.contributor.authorKailasapathy, Pavithra-
dc.date.accessioned2022-02-14T15:49:42Z-
dc.date.available2022-02-14T15:49:42Z-
dc.date.issued2016-
dc.identifier.citationDe Silva, M., & Kailasapathy, P. (2016). Employee engagement through HRM practices: The impact of organizational support and individual differences. Sri Lankan Journal of Management, 21(1), 123-158.en_US
dc.identifier.urihttp://archive.cmb.ac.lk:8080/xmlui/handle/70130/6464-
dc.description.abstractThe social exchange theory (SET) has been used to explain employee engagement through rule of reciprocity. Reciprocity would influence employees to engage in work by responding to the economic and socioemotional resources provided by the organization. However, SET does not adequately explain why the degree of these reciprocal exchanges would vary among individuals resulting in varying levels of engagement, even within the same organizational context. This theoretical paper aims to address this lacuna by exploring the conditions under which organizational human resource management (HRM) practices would lead to high levels of engagement. Accordingly, the paper postulates that perceived organizational support (POS) will mediate the relationship between HRM practices and employee engagement. Further, based on the dualistic exchange structure of relations and contractual governance, it suggests that the norm of reciprocity and self-efficacy will moderate the relationship between POS and employee engagement. This highlights the individual difference–conditions under which reciprocal exchange is most likely to occur. The main theoretical contributions of the paper is that it integrates two forms of reciprocity within the same conceptualization, expands the boundary conditions of the organizational support theory (OST) by better positioning POS as a mediator within the HRM –engagement relationship. This also extends previous research where POS was mainly focused on as an antecedent of engagement. Further, the paper integrates two forms of reciprocity within the same conceptualization, and through the moderating effect of norm of reciprocity and self-efficacy.en_US
dc.language.isoenen_US
dc.subjectEmployee engagementen_US
dc.subjectHRM practicesen_US
dc.subjectPerceived organizational supporten_US
dc.subjectNorm of reciprocityen_US
dc.subjectSelf-efficacyen_US
dc.subjectSocial exchangeen_US
dc.titleEmployee engagement through HRM practices: The impact of organizational support and individual differencesen_US
dc.typeArticleen_US
Appears in Collections:Department of Human Resources Managements

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