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Organisational citizenship behaviour

The researcher will gather data from empirical studies that could help build the theoretical foundation of this study. He will then yield adopted different instruments from different sources. These were the instrument of Yu and Egri (2005) for compensation, and Delery and Doty for internal career opportunities, training, performance appraisal, employment security, participation, job description for HRM practises. The instrument of employee turnover intention is the one developed by Cumman et al.

(1979) as cited by Hwang and Kuo (2006), job performance by Williams and Anderson (1991) and organisational citizenship behaviour developed by Podsakoff et al. (1990). A letter of request will be given to an organisation of marketing professionals in the UK; upon the approval of the request, the researcher shall administer the survey to the respondents via email. Results will be gathered and tabulated for the conclusions and recommendations.

The researcher shall utilise descriptive statistics such as frequency to determine the demographic profile of the respondents, while the means and standard deviations will be calculated to determine the understanding of respondents on the study variables. Pearson’s coefficient of correlation institutes and describes the relationship connecting the variables (Stagnor, 1998). This statistical tool will utilised to establish if there is an

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indication of relationship amid the variables, specifically HRM practises and intent to quit, job performance, and extra-role behaviours.


Alexander, S. M. (1999, November 1). The tricks for retaining talent. Crain’s Cleveland Business, T2-T3. Bowen, D. E. , & Ostroff, C. (2004). Understanding HRM-firm performance linkages: The role of the “strength” of the HRM system. The Academy of Management Review, 29, 203-221. Chang, E. (2005). Employees’ overall perception of HRM effectiveness. Human Relations, 58, 523-544. Delaney, J. T. , & Huselid, M. A. (1996). The impact of human resource management practises on perceptions of organisational performance. Academy of Management Journal, 39, 949-969. Delery, J. E. , & Doty, D. H. (1996).

Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39, 4; 802-835. Edgar, F. , & Geare, A. (2005). HRM practise and employee attitudes: different measures – different results. Personnel Review, 34, 534-549,622. Fisher, A. (2000, December 18). Inspiring the burned-out computer programmemer. Fortune, 334. Guest, D. E. (1997). Human resource management and performance: A review and research agenda. The International Journal of Human Resource Management, 8, 263-276. Guest, D. , Conway, N.

, & Dewe, P. (2004). Using sequential tree analysis to search for ‘bundles’ of HR practises. Human Resource Management Journal, 14, 79-96. Hacker, C. A. (2003, Spring). Turnover: A silent profit killer. Information Systems Management, 14-18. Hitt, M. , Ireland, D. & Hoskisson, R. (1995). Strategic management: Competitiveness and globalization. 75-94. Huselid, M. A. (1995). The impact of human resource management practises on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38, 635-672. Podsakoff, P. M. , MacKenzie, S. B. , Moorman, R. H. , & Fetter, R. (1990).

Transformational leader behaviours and their effects on followers’ trust in leader, satisfaction, and organisational citizenship behaviours. Leader Quarterly, 1, (2), 107-142. Williams, L. J. , & Anderson, S. E. (1991). Job satisfaction and organisational commitment as predictors of organisational citizenship and in role behaviours. Journal of Management, 17, 601-617. Yu, B. & Egri, C. P. (2005). Human resource management practises and affective organisational commitment: A comparison of Chinese employees in a state-owned enterprise and a joint venture. Asia Pacific Journal of Human Resources, 43, 3, 332-360.

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