Job satisfaction is one of the most prominent correlates of Innovative HR Practices (Bateman & Organ, 1983, Puffer, 1987, Organ & Konovsky, 1989). It inculcates in employees a positive state of mind (Smith, 1983) which in turn motivates them to repay their organisation through OC (Schnake et. al., 2003). Implicit in the cause of OC as argued by Smith et al. (1983) is the existence of some baseline of satisfaction required to trigger altruistic behaviors in the organisation. Studies have revealed that a significant relationship exists between job satisfaction and IHRP (Organ and Lingl, 1995). Bateman and Organ found that job satisfaction as measured by the Job Descriptive Index did correlate with the extent of IHRP as independently rated by supervisors.
Employee reactions are typically assessed attitudinally in levels of job satisfaction and affective organisational commitment. Employee outcomes are observable responses seen in task behavior, discretionary behavior as a form of OCB and attendance (or turnover and absence). It is these behaviors which influence organisational effectiveness, however defined, and ultimately, firm financial or economic performance (see Ostroff and Bowen, 2000; Gerhart, 2005; Fulmer et al., 2003).
This focuses attention on the need to include in the research specification assessments on levels of organisational commitment, especially affective rather than continuance commitment, and job satisfaction. It is better to separate behavior from attitudinal components (commitment and job satisfaction) because discretionary behavior both on the job and off the job (Adler et al., 1999) is the critical factor in linking employee responses to performance and is different from performance improvements coming via better knowledge, skill and ability.
Organisational Citizenship Behavior (OCB) consists of behavior which is neither described nor prescribed by the organisation; a common set of performance standards for rating organisational citizenship behavior does not exist. MacKenzie, Podsakoff and Fetter (1991) suggest that a manager's view of subordinate performance is broader than the formal appraisal system due to inclusion of OCB. This idea has been further supported by Werner. Katz and Kahn (1978) distinguished between job-related behaviors which are labeled as in-role and extra-role. IRB has been defined as behavior that is required or expected as part of the responsibilities assigned to one (Barksdale & Werner, 2001). On the other hand, ERB comprises discretionary behavior which goes beyond existing role expectations (Van Dyne et al., 1995). These categories have also been labeled as ``core'' and ``discretionary'' behaviors.
Based on the theoretical framework and deducing from the conceptual focus adopted for this study the following hypotheses have been proposed for this study.
H1 Higher the perceived importance, extent of introduction of Innovative HR Practices and extent of satisfaction with the Innovative HR...