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While it is known that high-quality human resource management (HRM) contributes to organizational performance, the process through which individual outcomes are influenced is understudied. Further, not all HRM practices are similarly influential in making impact on performance. We introduce and empirically test a theoretical model that explores the mechanism through which discretionary HRM practices influence employees’ attitudes and behaviors. Employing a three-wave dataset collected from full-time employees (478 employees in Time 1, 266 employees in Time 2, and 235 employees in Time 3), we identify the mediating role of career satisfaction and organizational identification and the moderating role of work engagement as relevant factors in the relationship between perceived discretionary HRM practices and employees’ knowledge sharing behavior and turnover intentions. The analysis, based on Structural Equation Modeling (SEM), has validated the proposed model. The theoretical contribution we offer expands the understanding of role of HRM in shaping work behaviors and outcomes. The study identifies the unique impact of perceived discretionary HR practices on individual and organizational factors, in particular, the important issue of knowledge sharing. The major added value we bring to the literature is about the relevance and impact of discretionary HR practices and the implications it offers to HRM and line managers. Using the findings, organizations can tailor HRM system to fit their position and characteristics and develop ‘best practice’ to fit their needs.

the international journal of human resource management

The impact of discretionary HR practices on knowledge sharing and intention to quit – a three-wave study on the role of career satisfaction, organizational identification, and work engagement