High commitment human resource management practices and employee service behaviour: Trust in management as mediator

Abstract

This study considers high commitment human resource management (HCHRM) practices as a higher-order reflective construct and examines its effect on employee service behaviour in the banking industry of Bangladesh. Testing our hypotheses on 365 line managers, we find a positive relationship between HCHRM and both in-role and extra-role service behaviour. Trust in management significantly mediates the relationship between HCHRM and in-role service behaviour and does not mediate the relationship between HCHRM and extra-role service behaviour. We recommend that future research look for the mediating effect of other employee responses in the link between HCHRM and employee outcomes. Keywords: High commitment human resource management, Trust in management, Employee service behaviour, Line managers, Bangladesh