The Impact of High Performance Work Practices and Organisational Citizenship Behaviour on Turnover Intentions

Abstract

A large number of companies, in particular in IT industry, are inclined towards designing and implementing High Performance Work Practices (HPWPs) in order to improve organisational performance and productivity. HPWPs may be introduced individually or in groups, called ‘bundles’ of practices, to ensure improved performance of individual employees and of the organisations employing them .In the present study, the model used to explain the HPWPs is the ability, motivation and opportunity (AMO) model. It proposes that HPWPs enhance the employees’ ability and skills to do their job, motivating them to excel and perform and the opportunity to participate could lead to positive outcomes for the organisation. These three elements contribute to build sustainable employee performance.HR systems which foster ability, motivation, and opportunity to participate will be the most effective. The study seeks to analyze the impact of High Performance Work Practices on Organisational Citizenship Behaviour (OCB) of the employees. OCB includes such individual behaviours that are above and beyond the call of duty and is, therefore, discretionary and not directly recognized by the formal reward system but are beneficial to the organisation and can contribute to performance and competitive advantage. The present study seeks to examine the impact of high performance work practices (HPWP) and on organisational citizenship behaviour (OCB) of the employees and consequently its impact on turnover intentions among the employees. The results of the study suggest that the implementation of HPWP in IT companies have a strong positive link with OCB of employees. The correlation of HPWP and OCB with Turnover Intentions is not very significant.

Keywords: High Performance Work Practices, Organisational Citizenship Behaviour, Turnover Intentions

View PDF