ABSTRACT
The theoretical debates in human resources management, social exchange and high performance organisations has been proven to be associated with the employment relationship, the psychological contract, perceived organisational support, leader-member exchange and organisational justice perceptions and are widely used in literature to explain the relationships and social interactions between social actors in organisations and the employment relationship. There are three streams of HRM literature, the prescriptive, the critical and the small but growing body of employee-focused literature. This chapter and book focuses and contributes to the debate in the employee-focused literature as it explores the relationship between high-commitment HRM practices, social exchanges, line management leadership, well-being at work and enhance performance in the local government organisation.
