Previous studies suggest that high performance HR practices (HPHRP) are positively related to employee outcomes. However, the mechanisms through which this relationship occurs require further research. This paper examines the effect of one such mechanism, person–organization (P-O) fit, on the relationship between HPHRP, job satisfaction and organizational citizenship behaviours (OCBs). Using a sample of 671 professionals in the Egyptian health and higher education sectors, a partial mediation model is outlined and tested using structural equation modelling. The study results show that HPHRP had a positive relationship with P-O fit, job satisfaction and OCBs. Further, P-O fit had a positive relationship with job satisfaction and OCBs, and partially mediated the relationship between HPHRP, job satisfaction and OCBs. Thus, the adoption of HPHRP not only leads to desirable employee outcomes, but it is also associated with better fit between employees and organizations. As such, managers should endeavour to use HPHRP to facilitate greater congruence between employees and organizations in order to achieve improved employee attitudes and behaviours.
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