Second, we investigated the relationship between organisational empowerment and
customer-oriented behaviour. Our findings showed that the impact of organisational
empowerment on customer-oriented behaviour is mediated by psychological
empowerment and affective commitment. These findings are in line with the logic of
the HRM-performance models offered by Guest (1997), den Hartog et al. (2004), and
Purcell and Hutchinson (2007) who propose that HRM affects employee behaviour
indirectly, i.e. via attitudes. Our findings to some extent are also congruent to those of
Clinton and Guest (2007) who found that organisational commitment mediates the
relationship between HRM practices and employee performance.