The Impact of Developmental HR Practices on Career Self-Management and Organizational Citizenship Behavior: A Moderated Mediation Model

Abstract

Purpose: Drawing on the social exchange and signal theory, this study aims to investigate the impact of developmental HR practices on employees’ career self-management and organizational citizenship behavior (OCB) through the mediating role of direct supervisor’s transformational leadership and the moderating role of perceived organizational support. Methods: Data were congregated from 571 employees belonging to a diverse range of organizations in southwest China. Statistical procedures, such as hierarchical regression and bootstrapping analysis based on Hayes’ PROCESS on SPSS 23, were conducted to test the hypotheses. For model fitness, we used AMOS V 22. Results: A positive effect of developmental HR practices on employees’ career self-management and OCB was found, which was partially mediated by direct supervisor’s transformational leadership. Moreover, perceived organizational support is anticipated to moderate the indirect relationship among developmental HR practices, career self-management and OCB through supervisor’s transformational leadership. Discussion: This study finds that employees’ perceived organizational support should be given more attention by organizations, especially in the context of transformational direct supervisors implementing developmental HR practices. Meanwhile, this study extends the utility of the concept of developmental HR practices to the leadership and career management literature.