Managing and Co-ordinating the Human Resources Function

The employee perception of high performance practices shows a positive relationship with the organizational citizenship behaviour, which is mediated by affective organizational commitment.
Researchers focused to the more proximal employee outcomes and pointed out the importance of employees' perceptions in determining behavioral outcomes. Additionally, stakeholders' commitment and understanding to the norms and values of the firm creates the avenue to uphold and formalize the strategic plan of the firm, and as employees in other departments are committed to the organization and would be energized to also take responsibilities beyond their specialized domain.
Authors argued that work engagement increases organizational commitment, and organizational commitment is a precursor of organizational citizenship behavior.
HRM practices can positively influence employees' attitudes and lift workplace performance, which will most likely affect organizational outcomes. It may be important to note that the evaluation of HRM practices depends on the degree to which employees experience HRM practices as effective.
Kehoe and Wright (2013) argue an effective HRM creates a collective or a group level understanding of HRM practices.
Although employees form their perceptions individually, a social information‐processing perspective suggests that work-related perceptions of this nature are filtered through the contextual influences and collective sense-making efforts of the group of employees with whom an individual most often works and interacts.
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