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While it is known that high-quality human resource management (HRM) contributes to organizational performance, the process through which individual outcomes are influenced is understudied. Further, not all HRM practices are similarly influential in making impact on performance. We introduce and empirically test a theoretical model that explores the mechanism through which discretionary HRM practices influence employees’ attitudes and behaviors. Employing a three-wave dataset collected from full-time employees (478 employees in Time 1, 266 employees in Time 2, and 235 employees in Time 3), we identify the mediating role of career satisfaction and organizational identification and the moderating role of work engagement as relevant factors in the relationship between perceived discretionary HRM practices and employees’ knowledge sharing behavior and turnover intentions. The analysis, based on …