부산대학교 도서관

Studies that have examined the relationship between human resource management (HRM) practices and work intensity have resulted in mixed conclusions. However, an important caveat of this research is that it has examined work intensity from the perspective of job demands, but has yet to take a behavioral perspective. Drawing on social exchange theory, we hypothesize that perceived HRM practices are positively related to intense work behaviors. In turn, we further hypothesize that work intensity is negatively related to organizational deviance and emotional exhaustion, but is positively related to citizenship behavior and work engagement. Using a diverse sample (n = 126) of employees in Canada, the bootstrapping results demonstrate that HRM practices have a positive indirect effect on positive indicators of performance and well- being (i.e., citizenship behavior, work engagement) via intense work behaviors, but HRM practices do not have a negative indirect effect on the negative indicators of performance and well-being (i.e., organizational deviance, emotional exhaustion). This paper concludes with an interesting discussion of these unexpected results followed by a discussion of the research limitations and avenues for further inquiry. [ABSTRACT FROM AUTHOR]