Prior research looked into a number of behaviour outcomes in the
HRM-performance context: turnover and absenteeism (Guest et al., 2003),
organisational citizenship behaviour (Sun et al., 2007). However empirical work on
the mediating role of employee attitudes between HRM and behaviour is very scarce.
The few attempts include the study of Clinton and Guest (2007), which found that
commitment mediates relationship between HRM practices and employee
performance