How to cite this paper
Vu, G., Nguyen, D & Le, T. (2020). High performance human resource system and organizational citizenship Behaviors: An empirical study in Vietnam.Management Science Letters , 10(12), 2913-2922.
Refrences
Alfes, K., Shantz, A., Truss, C., & Soane, E. (2013). The link between perceived human resource management practices, engage-ment and employee behaviour: a moderated mediation model. The International Journal of Human Resource Management, 24(2), 330-351.
Appelbaum, E. (2000). Manufacturing advantage: Why high-performance work systems payoff: Cornell University Press.
Arthur, J. B. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal, 37(3), 670-687.
Bateman, T. S., & Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee “citi-zenship”. Academy of Management Journal, 26(4), 587-595.
Becker, B., & Gerhart, B. (1996). The impact of human resource management on organizational performance: Progress and pro-spects. Academy of Management Journal, 39(4), 779-801.
Becker, B. E., Huselid, M. A., Pickus, P. S., & Spratt, M. F. (1997). HR as a source of shareholder value: Research and recommenda-tions. Human Resource Management, 36(1), 39-47.
Blau, P. M. (1964). Exchange and power in social life: Transaction Publishers.
Christensen, L. B., Johnson, B., Turner, L. A., & Christensen, L. B. (2011). Research methods, design, and analysis.
Collins, C. J., & Smith, K. G. (2006). Knowledge exchange and combination: The role of human resource practices in the perfor-mance of high-technology firms. Academy of Management Journal, 49(3), 544-560.
Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high‐performance work practices matter? A meta‐analysis of their effects on organizational performance. Personnel Psychology, 59(3), 501-528.
Datta, D. K., Guthrie, J. P., & Wright, P. M. (2005). Human resource management and labor productivity: does industry matter? Academy of Management Journal, 48(1), 135-145.
Delaney, J. T., & Huselid, M. A. (1996). The impact of human resource management practices on perceptions of organizational per-formance. Academy of Management journal, 39(4), 949-969.
Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contin-gency, and configurational performance predictions. Academy of Management Journal, 39(4), 802-835.
George, J. M., & Jones, G. R. (1997). Organizational spontaneity in context. Human performance, 10(2), 153-170.
Gong, Y., Chang, S., & Cheung, S. Y. (2010). High performance work system and collective OCB: A collective social exchange per-spective. Human Resource Management Journal, 20(2), 119-137.
Gould-Williams, J., & Mohamed, R. (2010). A comparative study of the effects of ‘best practice’ HRM on worker outcomes in Ma-laysia and England local government. The International Journal of Human Resource Management, 21(5), 653-675.
Guest, D., Conway, N., & Dewe, P. (2004). Using sequential tree analysis to search for ‘bundles’ of HR practices. Human Resource Management Journal, 14(1), 79-96.
Guest, D. E. (1997). Human resource management and performance: a review and research agenda. International Journal of Human Resource Management, 8(3), 263-276.
Guest, D. E. (1999). Human resource management‐the workers' verdict. Human Resource Management Journal, 9(3), 5-25.
Guest, D. E. (2004). The psychology of the employment relationship: An analysis based on the psychological contract. Applied Psy-chology, 53(4), 541-555.
Guthrie, J. P. (2001). High-involvement work practices, turnover, and productivity: Evidence from New Zealand. Academy of Man-agement Journal, 44(1), 180-190.
Guzzo, R. A., & Noonan, K. A. (1994). Human resource practices as communications and the psychological contract. Human Re-source Management, 33(3), 447-462.
Hannah, D., & Iverson, R. (2004). Employment relationships in context: Implications for policy and practice. The employment rela-tionship: Examining Psychological and Contextual Perspectives, 332-350.
Harley, B. (2002). Employee responses to high performance work system practices: An analysis of the AWIRS95 data. The Journal of Industrial Relations, 44(3), 418-434.
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial per-formance. Academy of Management Journal, 38(3), 635-672.
Ichniowski, C., Shaw, K., & Prennushi, G. (1997). The effects of human resource management practices on productivity: A study of steel finishing lines. The American Economic Review, 291-313.
Jehn, K. A., Northcraft, G. B., & Neale, M. A. (1999). Why differences make a difference: A field study of diversity, conflict and performance in workgroups. Administrative Science Quarterly, 44(4), 741-763.
Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and be-haviors. Journal of Management, 39(2), 366-391.
Leana, C. R., & Van Buren, H. J. (1999). Organizational social capital and employment practices. Academy of Management Review, 24(3), 538-555.
Lepak, D. P., Liao, H., Chung, Y., & Harden, E. E. (2006). A conceptual review of human resource management systems in strategic human resource management research. Research in Personnel and Human Resources Management, 25(1), 217-271.
Lepak, D. P., & Snell, S. A. (1999). The human resource architecture: Toward a theory of human capital allocation and develop-ment. Academy of Management Review, 24(1), 31-48.
MacDuffie, J. P. (1995). Human resource bundles and manufacturing performance: Organizational logic and flexible production sys-tems in the world auto industry. Industrial & Labor Relations Review, 48(2), 197-221.
MacKenzie, S. B., Podsakoff, P. M., & Ahearne, M. (1998). Some possible antecedents and consequences of in-role and extra-role salesperson performance. The Journal of Marketing, 87-98.
Macky, K., & Boxall, P. (2007). The relationship between ‘high-performance work practices’ and employee attitudes: an investiga-tion of additive and interaction effects. The International Journal of Human Resource Management, 18(4), 537-567.
Moorman, R. H. (1991). Relationship between organizational justice and organizational citizenship behaviors: Do fairness percep-tions influence employee citizenship? Journal of Applied Psychology, 76(6), 845.
Moorman, R. H., Niehoff, B. P., & Organ, D. W. (1993). Treating employees fairly and organizational citizenship behavior: Sorting the effects of job satisfaction, organizational commitment, and procedural justice. Employee Responsibilities and Rights Journal, 6(3), 209-225.
Morrison, E. W. (1996). Organizational citizenship behavior as a critical link between HRM practices and service quality. Human Re-source Management (1986-1998), 35(4), 493.
O'Reilly, C. A., & Chatman, J. (1986). Organizational commitment and psychological attachment: The effects of compliance, identi-fication, and internalization on prosocial behavior. Journal of Applied Psychology, 71(3), 492.
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome: Lexington Books/DC Heath and Com.
Organ, D. W. (1990). The motivational basis of organizational citizenship behavior. Research in Organizational Behavior, 12(1), 43-72.
Organ, D. W., & Ryan, K. (1995). A meta‐analytic review of attitudinal and dispositional predictors of organizational citizenship be-havior. Personnel Psychology, 48(4), 775-802.
Paauwe, J. (2009). HRM and performance: Achievements, methodological issues and prospects. Journal of Management Studies, 46(1), 129-142.
Pfeffer, J. (1994). Competitive advantage through people. California Management Review, 36(2), 9.
Pittino, D., Visintin, F., Lenger, T., & Sternad, D. (2016). Are high performance work practices really necessary in family SMEs? An analysis of the impact on employee retention. Journal of Family Business Strategy, 7(2), 75-89.
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513-563.
Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40(3), 879-891.
Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: a review of the literature: American Psychological Associa-tion.
Rousseau, D. M., & Greller, M. M. (1994). Human resource practices: Administrative contract makers. Human Resource Manage-ment, 33(3), 385-401.
Settoon, R. P., Bennett, N., & Liden, R. C. (1996). Social exchange in organizations: Perceived organizational support, leader–member exchange, and employee reciprocity. Journal of Applied Psychology, 81(3), 219.
Shaw, J. D., Dineen, B. R., Fang, R., & Vellella, R. F. (2009). Employee-organization exchange relationships, HRM practices, and quit rates of good and poor performers. Academy of Management Journal, 52(5), 1016-1033.
Smith, C., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68(4), 653.
Snape, E., & Redman, T. (2010). HRM practices, organizational citizenship behaviour, and performance: A multi‐level analy-sis. Journal of Management Studies, 47(7), 1219-1247.
Sobel, M. E. (1982). Asymptotic confidence intervals for indirect effects in structural equation models. Sociological Methodology, 13(1982), 290-312.
Sun, L.-Y., Aryee, S., & Law, K. S. (2007). High-performance human resource practices, citizenship behavior, and organizational performance: A relational perspective. Academy of Management Journal, 50(3), 558-577.
Takeuchi, R., Chen, G., & Lepak, D. P. (2009). Through the looking glass of a social system: Cross‐level effects of high‐performance work systems on employees’attitudes. Personnel Psychology, 62(1), 1-29.
Tsui, A. S., Pearce, J. L., Porter, L. W., & Tripoli, A. M. (1997). Alternative approaches to the employee-organization relationship: Does investment in employees pay off? Academy of Management journal, 40(5), 1089-1121.
Way, S. A. (2002). High performance work systems and intermediate indicators of firm performance within the US small business sector. Journal of Management, 28(6), 765-785.
Way, S. A., & Johnson, D. E. (2005). Theorizing about the impact of strategic human resource management. Human Resource Man-agement Review, 15(1), 1-19.
Appelbaum, E. (2000). Manufacturing advantage: Why high-performance work systems payoff: Cornell University Press.
Arthur, J. B. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal, 37(3), 670-687.
Bateman, T. S., & Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee “citi-zenship”. Academy of Management Journal, 26(4), 587-595.
Becker, B., & Gerhart, B. (1996). The impact of human resource management on organizational performance: Progress and pro-spects. Academy of Management Journal, 39(4), 779-801.
Becker, B. E., Huselid, M. A., Pickus, P. S., & Spratt, M. F. (1997). HR as a source of shareholder value: Research and recommenda-tions. Human Resource Management, 36(1), 39-47.
Blau, P. M. (1964). Exchange and power in social life: Transaction Publishers.
Christensen, L. B., Johnson, B., Turner, L. A., & Christensen, L. B. (2011). Research methods, design, and analysis.
Collins, C. J., & Smith, K. G. (2006). Knowledge exchange and combination: The role of human resource practices in the perfor-mance of high-technology firms. Academy of Management Journal, 49(3), 544-560.
Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high‐performance work practices matter? A meta‐analysis of their effects on organizational performance. Personnel Psychology, 59(3), 501-528.
Datta, D. K., Guthrie, J. P., & Wright, P. M. (2005). Human resource management and labor productivity: does industry matter? Academy of Management Journal, 48(1), 135-145.
Delaney, J. T., & Huselid, M. A. (1996). The impact of human resource management practices on perceptions of organizational per-formance. Academy of Management journal, 39(4), 949-969.
Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contin-gency, and configurational performance predictions. Academy of Management Journal, 39(4), 802-835.
George, J. M., & Jones, G. R. (1997). Organizational spontaneity in context. Human performance, 10(2), 153-170.
Gong, Y., Chang, S., & Cheung, S. Y. (2010). High performance work system and collective OCB: A collective social exchange per-spective. Human Resource Management Journal, 20(2), 119-137.
Gould-Williams, J., & Mohamed, R. (2010). A comparative study of the effects of ‘best practice’ HRM on worker outcomes in Ma-laysia and England local government. The International Journal of Human Resource Management, 21(5), 653-675.
Guest, D., Conway, N., & Dewe, P. (2004). Using sequential tree analysis to search for ‘bundles’ of HR practices. Human Resource Management Journal, 14(1), 79-96.
Guest, D. E. (1997). Human resource management and performance: a review and research agenda. International Journal of Human Resource Management, 8(3), 263-276.
Guest, D. E. (1999). Human resource management‐the workers' verdict. Human Resource Management Journal, 9(3), 5-25.
Guest, D. E. (2004). The psychology of the employment relationship: An analysis based on the psychological contract. Applied Psy-chology, 53(4), 541-555.
Guthrie, J. P. (2001). High-involvement work practices, turnover, and productivity: Evidence from New Zealand. Academy of Man-agement Journal, 44(1), 180-190.
Guzzo, R. A., & Noonan, K. A. (1994). Human resource practices as communications and the psychological contract. Human Re-source Management, 33(3), 447-462.
Hannah, D., & Iverson, R. (2004). Employment relationships in context: Implications for policy and practice. The employment rela-tionship: Examining Psychological and Contextual Perspectives, 332-350.
Harley, B. (2002). Employee responses to high performance work system practices: An analysis of the AWIRS95 data. The Journal of Industrial Relations, 44(3), 418-434.
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial per-formance. Academy of Management Journal, 38(3), 635-672.
Ichniowski, C., Shaw, K., & Prennushi, G. (1997). The effects of human resource management practices on productivity: A study of steel finishing lines. The American Economic Review, 291-313.
Jehn, K. A., Northcraft, G. B., & Neale, M. A. (1999). Why differences make a difference: A field study of diversity, conflict and performance in workgroups. Administrative Science Quarterly, 44(4), 741-763.
Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and be-haviors. Journal of Management, 39(2), 366-391.
Leana, C. R., & Van Buren, H. J. (1999). Organizational social capital and employment practices. Academy of Management Review, 24(3), 538-555.
Lepak, D. P., Liao, H., Chung, Y., & Harden, E. E. (2006). A conceptual review of human resource management systems in strategic human resource management research. Research in Personnel and Human Resources Management, 25(1), 217-271.
Lepak, D. P., & Snell, S. A. (1999). The human resource architecture: Toward a theory of human capital allocation and develop-ment. Academy of Management Review, 24(1), 31-48.
MacDuffie, J. P. (1995). Human resource bundles and manufacturing performance: Organizational logic and flexible production sys-tems in the world auto industry. Industrial & Labor Relations Review, 48(2), 197-221.
MacKenzie, S. B., Podsakoff, P. M., & Ahearne, M. (1998). Some possible antecedents and consequences of in-role and extra-role salesperson performance. The Journal of Marketing, 87-98.
Macky, K., & Boxall, P. (2007). The relationship between ‘high-performance work practices’ and employee attitudes: an investiga-tion of additive and interaction effects. The International Journal of Human Resource Management, 18(4), 537-567.
Moorman, R. H. (1991). Relationship between organizational justice and organizational citizenship behaviors: Do fairness percep-tions influence employee citizenship? Journal of Applied Psychology, 76(6), 845.
Moorman, R. H., Niehoff, B. P., & Organ, D. W. (1993). Treating employees fairly and organizational citizenship behavior: Sorting the effects of job satisfaction, organizational commitment, and procedural justice. Employee Responsibilities and Rights Journal, 6(3), 209-225.
Morrison, E. W. (1996). Organizational citizenship behavior as a critical link between HRM practices and service quality. Human Re-source Management (1986-1998), 35(4), 493.
O'Reilly, C. A., & Chatman, J. (1986). Organizational commitment and psychological attachment: The effects of compliance, identi-fication, and internalization on prosocial behavior. Journal of Applied Psychology, 71(3), 492.
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome: Lexington Books/DC Heath and Com.
Organ, D. W. (1990). The motivational basis of organizational citizenship behavior. Research in Organizational Behavior, 12(1), 43-72.
Organ, D. W., & Ryan, K. (1995). A meta‐analytic review of attitudinal and dispositional predictors of organizational citizenship be-havior. Personnel Psychology, 48(4), 775-802.
Paauwe, J. (2009). HRM and performance: Achievements, methodological issues and prospects. Journal of Management Studies, 46(1), 129-142.
Pfeffer, J. (1994). Competitive advantage through people. California Management Review, 36(2), 9.
Pittino, D., Visintin, F., Lenger, T., & Sternad, D. (2016). Are high performance work practices really necessary in family SMEs? An analysis of the impact on employee retention. Journal of Family Business Strategy, 7(2), 75-89.
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513-563.
Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40(3), 879-891.
Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: a review of the literature: American Psychological Associa-tion.
Rousseau, D. M., & Greller, M. M. (1994). Human resource practices: Administrative contract makers. Human Resource Manage-ment, 33(3), 385-401.
Settoon, R. P., Bennett, N., & Liden, R. C. (1996). Social exchange in organizations: Perceived organizational support, leader–member exchange, and employee reciprocity. Journal of Applied Psychology, 81(3), 219.
Shaw, J. D., Dineen, B. R., Fang, R., & Vellella, R. F. (2009). Employee-organization exchange relationships, HRM practices, and quit rates of good and poor performers. Academy of Management Journal, 52(5), 1016-1033.
Smith, C., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68(4), 653.
Snape, E., & Redman, T. (2010). HRM practices, organizational citizenship behaviour, and performance: A multi‐level analy-sis. Journal of Management Studies, 47(7), 1219-1247.
Sobel, M. E. (1982). Asymptotic confidence intervals for indirect effects in structural equation models. Sociological Methodology, 13(1982), 290-312.
Sun, L.-Y., Aryee, S., & Law, K. S. (2007). High-performance human resource practices, citizenship behavior, and organizational performance: A relational perspective. Academy of Management Journal, 50(3), 558-577.
Takeuchi, R., Chen, G., & Lepak, D. P. (2009). Through the looking glass of a social system: Cross‐level effects of high‐performance work systems on employees’attitudes. Personnel Psychology, 62(1), 1-29.
Tsui, A. S., Pearce, J. L., Porter, L. W., & Tripoli, A. M. (1997). Alternative approaches to the employee-organization relationship: Does investment in employees pay off? Academy of Management journal, 40(5), 1089-1121.
Way, S. A. (2002). High performance work systems and intermediate indicators of firm performance within the US small business sector. Journal of Management, 28(6), 765-785.
Way, S. A., & Johnson, D. E. (2005). Theorizing about the impact of strategic human resource management. Human Resource Man-agement Review, 15(1), 1-19.