Research Project
Elenaqqqqqq
Paper832.pdf
Full Terms & Conditions of access and use can be found at https://www.tandfonline.com/action/journalInformation?journalCode=rijh20
The International Journal of Human Resource Management
ISSN: 0958-5192 (Print) 1466-4399 (Online) Journal homepage: https://www.tandfonline.com/loi/rijh20
Employee perceptions of HR practices: A critical review and future directions
Ying Wang, Sunghoon Kim, Alannah Rafferty & Karin Sanders
To cite this article: Ying Wang, Sunghoon Kim, Alannah Rafferty & Karin Sanders (2020) Employee perceptions of HR practices: A critical review and future directions, The International Journal of Human Resource Management, 31:1, 128-173, DOI: 10.1080/09585192.2019.1674360
To link to this article: https://doi.org/10.1080/09585192.2019.1674360
Published online: 26 Nov 2019.
Submit your article to this journal
Article views: 31425
View related articles
View Crossmark data
Citing articles: 43 View citing articles
Employee perceptions of HR practices: A critical review and future directions
Ying Wanga , Sunghoon Kimb� , Alannah Raffertyc� and Karin Sandersd�† aSchool of Economics and Management, Tongji University, Shanghai, China; bThe University of Sydney Business School, Sydney, Australia; cDepartment of Employment Relations and Human Resources, Griffith Business School, Griffith University, Brisbane, Queensland, Australia; dSchool of Management, UNSW Business School, University of New South Wales, Sydney, Australia
ABSTRACT Scholars are directing more attention to employee percep- tions of human resources (HR) practices and have explored issues such as whether and how employees’ idiosyncratic or collective perceptions of HR practices shape employee out- comes. To further this area of research, we seek to deter- mine what authors mean when they refer to “employee perceptions of HR practices”. We review 105 articles from leading human resource management journals and find that employee perceptions of HR practices is not a mono- lithic concept. Rather, following previous scholars, we iden- tify three distinct components of employee perceptions of HR practices: the ‘what’, ‘how’, and ‘why’. We critically sum- marize extant literature on these three components of employee HR perception and propose future research direc- tions, including enriching the theoretical foundations of HR communication, embracing cross-national contexts, and enhancing practical relevance.
KEYWORDS Employee human resource perceptions; perceived human resource strength; human resource attributions
Over the last decade, the strategic human resource management field has paid increasing attention to employee perceptions of human resource (HR) practices (Beijer, Peccie, Van Veldhoven, & Paauwe, in press; Hewett, Shantz, Mundy, & Alfes, 2018; Ostroff & Bowen, 2016; Sanders, Shipton, & Gomes, 2014). Human resource management (HRM) scholars largely agree that employee perceptions of HR practices play a key role in influencing the effectiveness of these practices (e.g. Den Hartog, Boon, Verburg, & Croon, 2013; Jensen, Patel, & Messersmith, 2013; Jiang, Hu, Liu, & Lepak, 2017). At the individual level, employee perceptions of HR practices have been shown
CONTACT Sunghoon Kim [email protected] Work and Organisational Studies, The University of Sydney Business School, Abercrombie Building, Darlington, Sydney, NSW 2006, Australia�Sunghoon Kim, Alannah Rafferty and Karin Sanders contributed equally to this paper. †Karin Sanders was working on this paper during an appointment as a Visiting Professor at the Aston Business School (Work & Organisational Psychology), Aston University, Birmingham, UK. � 2019 Informa UK Limited, trading as Taylor & Francis Group
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2020, VOL. 31, NO. 1, 128–173 https://doi.org/10.1080/09585192.2019.1674360
to mediate and moderate relationships between an organization’s HR practi- ces and employees’ attitudes and behaviors (e.g. Aryee, Walumbwa, Seidu, & Otaye, 2012; Liao, Toya, Lepak, & Hong, 2009). At the organizational level, employee perceptions of HR practices have been identified as antece- dents of unit-level performance (Bowen & Ostroff, 2004). The rapidly expanding literature in this field has led to growing diversity
in the way scholars conceptualize and operationalize employee HR percep- tions. For example, the phrase “employee HR perceptions” has been used when discussing the perceived existence of certain HR practices within an organization as well as when discussing employees’ understanding of employers’ intentions behind HR practices. In this review, we aim to enhance clarity regarding the different approaches taken when researchers use the phrase “employee HR perceptions”. We build on Ostroff and Bowen’s (2016) work and identify three approaches that have been adopted when considering employee HR perceptions: the ‘what’, ‘how’, and ‘why’ of HR practices. The ‘what’ of an HR practices approach considers the content of HR practices through which an employer delivers messages to employees. The ‘how’ of an HR practices approach recognizes the possibility that the same HR content may lead to divergent outcomes depending on how such practices are framed and received by employees. The ‘why’ of an HR practi- ces approach looks at the potential discrepancies in the way employees judge the motivations that lie behind their organization’s introduction of HR prac- tices. We critically summarize existing research in the HR perception litera- ture and adopt this three-fold lens to organize research in the area and to offer directions for future research. Our study contributes to the HR perceptions field in two ways. First, we
clarify the “employee perceptions of HR practices” construct and review research progress on the three different components (the ‘what’, ‘why’ and ‘how’) that have been subsumed under this umbrella construct. We critic- ally summarize extant literature on the three components of employee HR perceptions and propose future research directions. Our review indicates that different components of employee HR perceptions address different aspects of the HR process, and rely on different theoretical assumptions and methodological approaches. Our review reveals that we lack knowledge about how the three different components of HR perceptions complement each other. In this review, we take stock on the different research streams in the field of employee perceptions of HR practices. Our review identifies the merits, limitations, and hidden assumptions of each research stream. We seek to help scholars develop integrative research across different com- ponents of employee HR perceptions. Second, we extend prior reviews in this domain, presenting new
insights. In relation to the ‘what’ component of employee perceptions of
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 129
HR practices, we build on work by Beijer et al. (in press), who provide an insightful review on perceptual measures of HR practices. We extend Beijer et al.’s work by offering additional perspectives on how employee perceptions of HR are conceptualized and operationalized in the litera- ture. Hewett et al. (2018) offered a summary of HR perception research through the lens of attribution theory. We build on this research by expanding the theoretical domain related to the ‘how’ and ‘why’ compo- nent of HR perception research. Specifically, we identify several theoret- ical approaches that we suggest would enrich this area. Our review also builds on, but goes beyond, Ostroff and Bowen’s (2016) work in the HR strength research stream (the ‘how’ of employee perceptions). Finally, Farndale and Sanders (2017) discuss the connection between national cultures and HR strength. We build on their insights and consider the implication of cultural influences on the dynamics of employees’ HR per- ceptions. Below, we explain the methodology adopted in this review. We then investigate the difference between the assumptions, concepts, and measures of the three components of employee HR perceptions. Next, we critically review the empirical findings on the perceived ‘what’, ‘how’, and ‘why’ of HR practices, and offer insights into how research in these areas of inquiry should advance.
Methods
In identifying relevant articles, we used various keywords on employee perceptions of HR practices, including “HR(M) process,” “HR(M) strength,” “HR(M) attribution,” “HR(M) perception,” “HR(M) rating,” “HR(M) experience,” and “employee perceived HR(M)”. We focus on research published after 2004, when Bowen and Ostroff’s (2004) land- mark paper on employee HR perception appeared. However, we also considered earlier seminal books and articles that underpin this litera- ture. As our attention is on employee perceptions of HR practices, we exclude studies on managers’ perceptions of HR (Leung, Foo, & Chaturvedi, 2013; Wright, McMahan, Snell, & Gerhart, 2001). We focus on HR systems and practices as the target of employee’s perceptions. Therefore, we exclude studies with a perceptual target other than HR practices such as the HR department (e.g. Buyens & De Vos, 2001; Stirpe, Trullen, & Bonache, 2013). Our review focuses on articles appeared in high quality journals, indicated by A� and A rankings in the Australian Business Deans Council (ABDC) journal list. We identified 105 articles to be reviewed (see Table 1) and we grouped them into three categories: the what (HR content), the how (HR strength), and the why (HR attribution) of employee perceptions of HR. The majority (75 out of
130 Y. WANG ET AL.
Ta bl e 1.
Re vi ew
of em
pi ric al
st ud
ie s on
em pl oy ee
H R pe rc ep tio
n.
St ud
y Co
nc ep tu al iz at io n of
Em pl oy ee
Pe rc ep tio
ns of
H R Pr ac tic es
In de pe nd
en t Va ria bl es
D ep en de nt
Va ria bl es
M od
er at or s
M ed ia to rs
Co nt ex t
D at a An
al ys is
Pe rc ei ve d H R Co
nt en
t Ed ga r an d G ea re
(2 00 5)
PR
Em pl oy ee
se lf- re po
rt s ab ou
t H RM
pr ac tic e (2 0- ite m
de ve lo pe d fr om
st ud
ie s in cl ud
in g G ue st ,1
99 9;
Jo hn
so n,
20 00 )
Em pl oy ee
pe rc ei ve d
H RM
pr ac tic e
O rg an iz at io na l
co m m itm
en t, jo b
sa tis fa ct io n,
an d fa irn
es s
O rg an iz at io ns
in N ew
Ze al an d
M ul tip
le re gr es si on
Br ow
ni ng
(2 00 6)
IJ H RM
Em pl oy ee
pe rc ep tio
ns of
H RM
pr ac tic es
(s ev en
ca te go
rie s)
Em pl oy ee
pe rc ep tio
ns of
H RM
pr ac tic es
Em pl oy ee
pe rc ep tio
ns of
se rv ic e be ha vi or
O rg an iz at io na l
co m m itm
en t
So ut h Af ric an
se rv ic e
or ga ni za tio
ns M ul tip
le re gr es si on
M ac ky
an d Bo
xa ll
(2 00 7)
IJ H RM
Em pl oy ee
sc or es
on an
hi gh
pe rf or m an ce
w or k sy st em
(H PW
S) in de x (1 6 ite m
de ve lo pe d fr om
st ud
ie s in cl ud
in g
Be ck er
& H us el id ,1
99 8)
Em pl oy ee
pe rc ei ve d H PW
S Co
m m itm
en t
Tr us t in
m an ag em
en t an d
jo b sa tis fa ct io n
N ew
Ze al an d
em pl oy ee s
M ul tiv ar ia te
an al ys is of
va ria nc e
(M AN
CO VA
)
Ta ke uc hi ,L ep ak ,
W an g,
an d
Ta ke uc hi
(2 00 7)
JA P
Em pl oy ee
ra tin
gs of
H PW
S (2 1- ite m
ad ap te d fr om
Le pa k & Sn el l, 20 02 )
hi gh
pe rf or m an ce
w or k
sy st em
(H PW
S) Re la tiv e es ta bl is hm
en t
pe rf or m an ce
Co lle ct iv e hu
m an
ca pi ta l
an d de gr ee
of es ta bl is hm
en t
so ci al
ex ch an ge
Co m pa ni es
in Ja pa n
H ie ra rc hi ca l
lin ea r re gr es si on
Ku va as
(2 00 8)
JM S
Em pl oy ee
pe rc ep tio
ns of
de ve lo pm
en ta l
H R pr ac tic es
(2 1- ite m
de ve lo pe d fr om
M ey er
& Sm
ith ,2
00 9)
Em pl oy ee
pe rc ei ve d
de ve lo pm
en ta l
H R pr ac tic es
Tu rn ov er
in te nt io n an d
w or k pe rf or m an ce
Em pl oy ee -o rg an iz at io n
re la tio
ns hi p
(p er ce iv ed
or ga ni za tio
na l
su pp
or t, af fe ct iv e
co m m itm
en t,
an d ju st ic e)
N or w eg ia n sa vi ng
s ba nk s
H ie ra rc hi ca l
lin ea r m od
el in g
M ac ky
an d Bo
xa ll
(2 00 8)
AP JH R
Em pl oy ee
ex pe rie nc e of
hi gh
- in vo lv em
en t w or k pr oc es se s (4 1- ite m
de ve lo pe d fr om
Kn ig ht -T ur ve y, 20 04 ;
Va nd
en be rg ,R
ic ha rd so n,
& Ea st m an ,1
99 9)
Em pl oy ee
pe rc ei ve d
hi gh
-in vo lv em
en t
w or k pr oc es s
Jo b sa tis fa ct io n,
st re ss
an d
fa tig
ue ,a nd
w or k-
lif e ba la nc e
O rg an iz at io ns
in N ew
Ze al an d
M ul tiv ar ia te
an al ys is
of co va ria nc e
Co nw
ay an d M on
ks (2 00 9)
H RM
J
Em pl oy ee
pe rs pe ct iv es
on hi gh
co m m itm
en t- H RM
(H C- H RM
;5 2- ite m
de ve lo pe d fr om
Bo se lie ,D
ie tz ,&
Bo on
,2 00 5)
Em pl oy ee
pe rc ei ve d
H C- H RM
Co m m itm
en t an d in te nt io n
to le av e
Fi na nc ia ls er vi ce s
fir m s in
Ire la nd
H ie ra rc hi ca l
lin ea r m od
el lin g
G el la tly ,H
un te r, Cu
rr ie ,
an d Irv in g (2 00 9)
IJ H RM
Em pl oy ee
pe rc ep tio
ns of
de ve lo pm
en t,
st ab ili ty
an d re w ar d - or ie nt ed
H R
pr ac tic es
(9 -it em
fr om
Po rt er ,P
ea rc e,
Tr ip ol i, & Le w is ,1
99 8)
Em pl oy ee
pe rc ep tio
ns of
de ve lo pm
en t, st ab ili ty
an d re w ar d - or ie nt ed
H R pr ac tic es
Th e m em
be rs hi p in
th e
fo ur
pr of ile s w he re
af fe ct iv e an d
co nt in ua nc e
co m m itm
en t is hi gh
vs lo w
O rg an iz at io ns
in Ca na da
M ul tin
om ia l
lo gi t an al ys is
H er rb ac h et
al .( 20 09 )
H RM
Em pl oy ee
pe rc ep tio
ns of
H R pr ac tic es
th at
ar e re le va nt
to re ta in in g ol de r
w or ke rs
in em
pl oy m en t (1 4- ite m )
Em pl oy ee
pe rc ei ve d
tr ai ni ng
op po
rt un
iti es ,
av ai la bi lit y of
ne w
ro le s,
fle xi bl e w or ki ng
co nd
iti on
s, an d
Ea rly
re tir em
en t
Af fe ct iv e co m m itm
en t,
hi gh
-s ac rif ic e
co m m itm
en t, an d la ck
of al te rn at iv es
co m m itm
en t
Fr en ch
pr iv at e fir m s
H ie ra rc hi ca l
lin ea r m od
el in g
(c on tin ue d)
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 131
Ta bl e 1.
Co nt in ue d.
St ud
y Co
nc ep tu al iz at io n of
Em pl oy ee
Pe rc ep tio
ns of
H R Pr ac tic es
In de pe nd
en t Va ria bl es
D ep en de nt
Va ria bl es
M od
er at or s
M ed ia to rs
Co nt ex t
D at a An
al ys is
en co ur ag em
en t to
re tir e ea rly
Ka s�e ,P
aa uw
e, an d
Zu pa n (2 00 9)
H RM
Ex pe rie nc ed
H R pr ac tic es
(4 7- ite m )
M ut ua le
xp er ie nc ed
H R
pr ac tic es
(w or k de si gn
, in ce nt iv es ,a nd
tr ai ni ng
)
Kn ow
le dg
e so ur ci ng
an d sh ar in g
St ru ct ur al ,a ffe
ct iv e, an d
co gn
iti ve
re la tio
ns or ga ni za tio
ns in
Sl ov en ia
Re gr es si on
an al ys is
(M ul tip
le Re gr es si on
Q ua dr at ic
As si gn
m en t
Pr oc ed ur e)
Li ao
et al .( 20 09 )
JA P
Em pl oy ee
pe rs pe ct iv es
of H PW
S (4 4- ite m
de ve lo pe d fr om
D el er y & D ot y, 19 96 ;
Sc hn
ei de r, W hi te ,&
Pa ul ,1
99 8;
Za ch ar at os ,B
ar lin g,
& Iv er so n,
20 05 )
M an ag er
pe rc ei ve d
H PW
S Em
pl oy ee
in di vi du
al se rv ic e
pe rf or m an ce
an d
cu st om
er sa tis fa ct io n
Em pl oy ee
pe rc ei ve d H PW
S, em
pl oy ee
hu m an
ca pi ta l, em
pl oy ee
ps yc ho
lo gi ca l
em po
w er m en t, an d
em pl oy ee
pe rc ei ve d
or ga ni za tio
na ls up
po rt
Ja pa ne se
na tio
na lb
an k
H ie ra rc hi ca l
lin ea r m od
el in g
Ko oi j, Ja ns en ,D
ik ke rs ,
an d D e La ng
e (2 01 0)
JO B
Em pl oy ee
pe rc ep tio
ns of
H R pr ac tic es
Em pl oy ee
pe rc ep tio
ns of
de ve lo pm
en t an d
m ai nt en an ce
H R pr ac tic es
Af fe ct iv e co m m itm
en t an d
jo b sa tis fa ct io n
Ag e
Ar tic le s fr om
da ta ba se s
of Ps yc hi nf o
an d Ab
iIn fo rm
M et a- an al ys is
Sh ih ,C
hi an g,
an d H su
(2 01 0)
IJ H RM
Em pl oy ee
pe rc ei ve d hi gh
in vo lv em
en t
w or k sy st em
(H IW
S 26 -it em
fr om
Ba e,
Ch en ,W
an ,L aw
le r, & W al um
bw a,
20 03 ;C
he n,
La w le r, & Ba e, 20 05 )
Pe rc ei ve d H IW
S Jo b sa tis fa ct io n,
jo b
pe rf or m an ce
Pe rc ei ve d w or k-
fa m ily
co nf lic t
M ul tin
at io na lc om
pa ni es
in Ta iw an
St ru ct ur al
eq ua tio
n m od
el in g
Ve ld ,P
aa uw
e, an d
Bo se lie
(2 01 0)
H RM
J
Em pl oy ee
H RM
pe rc ep tio
n (1 4- ite m
fr om
Bo on
,D en
H ar to g,
Bo se lie ,a nd
Pa au w e (2 01 1)
fo r au to no
m y an d
pe rf or m an ce
m an ag em
en t, 2- ite m
fr om
va n Ve ld ho
ve n an d M ei jm an
(1 99 4) ,2
-it em
fr om
Ri or da n,
Va nd
en be rg ,a nd
Ri ch ar ds on
(2 00 5)
fo r co m m un
ic at io n,
an d 5- ite m
fr om
Co lq ui tt (2 00 1)
fo r
in fo rm
in g be ha vi or )
Em pl oy ee
H RM
pe rc ep tio
n W ar d co m m itm
en t
Cl im at e fo r qu
al ity
an d
cl im at e fo r sa fe ty
W ar ds
an d
ou tp at ie nt
cl in ic s
M ul tip
le Re gr es si on
Bo on
et al .( 20 11 )
IJ H RM
Em pl oy ee
ex pe rie nc ed
H PW
S (3 8- ite m
de ve lo pe d fr om
st ud
ie s in cl ud
in g
Ca bl e & Ed w ar ds ,2
00 4;
G ue st
& Co
nw ay ,2
00 2;
Ry an
& Sc hm
it, 19 96 )
Em pl oy ee
pe rc ei ve d
H PW
S O rg an iz at io na l
co m m itm
en t, in te nt io n
to sh ow
O rg an iz at io na l
ci tiz en sh ip
be ha vi or
(O CB
), jo b sa tis fa ct io n,
an d in te nt io n to
le av e
Pe rs on
-o rg an iz at io n (P -O )
fit an d pe rs on
-jo b
(P -J ) fit
Re ta il an d he al th
ca re
co m pa ni es
in th e
N et he rla nd
s
H ie ra rc hi ca l
lin ea r m od
el in g
Ch en ,Z
ha ng
,a nd
Fe y
(2 01 1)
IJ H RM
Ag en t- fo cu se d co lla bo
ra tiv e
H R pr ac tic es
(9 -it em
) Ag
en t- fo cu se d co lla bo
ra tiv e
H R pr ac tic es
an d
st re ng
th of
tie s
Sa le s pe rf or m an ce
Ex te rn al
ne tw or k si ze
an d ra ng
e In su ra nc e ag en ts
in a lif e
in su ra nc e co m pa ny
in Ch
in a
Re gr es si on
an al ys is
El or za
et al .( 20 11 )
IJ H RM
Em pl oy ee
ra te d th e pr es en ce
of AM
O en ha nc in g H R pr ac tic es
(2 2- ite m
M an ag er
pe rc ei ve d AM
O en ha nc in g H R pr ac tic es
Em pl oy ee
pe rc ei ve d AM
O en ha nc in g H R pr ac tic es
Sp an is h
m an uf ac tu rin
g pl an ts
M ul til ev el
St ru ct ur al
eq ua tio
n m od
el in g
132 Y. WANG ET AL.
Af fe ct iv e co m m itm
en t,
pr od
uc tiv ity ,a nd
ab se nt ee is m
Fa rn da le ,H
op e- H ai le y,
an d Ke lli he r (2 01 1)
PR
Em pl oy ee
pe rc ep tio
ns of
hi gh
co m m itm
en t pe rf or m an ce
m an ag em
en t pr ac tic es
(6 -it em
)
Em pl oy ee
pe rc ep tio
ns of
hi gh
co m m itm
en t
pe rf or m an ce
m an ag em
en t pr ac tic es
co m m itm
en t
Tr us t in
em pl oy er
D is tr ib ut iv e, pr oc ed ur al ,
an d in te ra ct io na lj us tic e
Fo ur
or ga ni za tio
ns in
th e
U ni te d Ki ng
do m
(U K)
M ul tip
le Re gr es si on
Ar ye e et
al .( 20 12 )
JA P
Em pl oy ee
ex pe rie nc ed
H PW
S (4 4- ite m
fr om
Li ao
et al ., 20 09 )
U se
of H PW
S Se rv ic e pe rf or m an ce
an d
br an ch
m ar ke t
pe rf or m an ce
Se rv ic e or ie nt at io n
Ex pe rie nc ed
H PW
S, em
po w er m en t cl im at e,
an d ps yc ho
lo gi ca l
em po
w er m en t
Ba nk s in
G ha na
H ie ra rc hi ca l
lin ea r m od
el in g
Al fe s, Sh an tz ,e t al .
(2 01 3)
IJ H RM
Em pl oy ee
pe rc ei ve d H PW
S (9 -it em
de ve lo pe d fr om
G ou
ld -W
ill ia m s &
D av ie s, 20 05 )
Em pl oy ee
pe rc ei ve d H PW
S O CB
an d tu rn ov er
in te nt io n
Pe rc ei ve d
or ga ni za tio
na l
su pp
or t an d
le ad er -m
em be r
ex ch an ge
Em pl oy ee
en ga ge m en t
U K se rv ic e- se ct or
or ga ni za tio
ns H ie ra rc hi ca l
lin ea r m od
el in g
Al fe s, Tr us s, So an e,
Re es ,a nd
G at en by
(2 01 3)
H RM
Em pl oy ee
pe rc ei ve d H R pr ac tic es
(9 -it em
de ve lo pe d fr om
G ou
ld -W
ill ia m s &
D av ie s, 20 05 )
Em pl oy ee
pe rc ei ve d H R
pr ac tic es ;p
er ce iv ed
lin e
m an ag er
be ha vi or
Ta sk
pe rf or m an ce
an d
in no
va tiv e
w or k be ha vi ou
r
Em pl oy ee
en ga ge m en t
U K se rv ic e- se ct or
or ga ni za tio
ns St ru ct ur al
eq ua tio
n m od
el in g
An g et
al .( 20 13 )
IJ H RM
Em pl oy ee
pe rc ep tio
ns of
H PW
S (3 0- ite m
de ve lo pe d fr om
Ed ga r & G ea re ,2
00 5;
va n Ve ld ho
ve n & M ei jm an ,1
99 4;
Za ch ar at os
et al ., 20 05 )
M an ag er
pe rc ei ve d H PW
S Af fe ct iv e co m m itm
en t,
in te nt io n to
le av e,
en ga ge m en t, an d jo b
sa tis fa ct io n
Em pl oy ee
pe rc ei ve d H PW
S Au
st ra lia n ho
sp ita l
M ul tip
le lin ea r Re gr es si on
Ba lu ch ,S al ge ,a nd
Pi en in g (2 01 3)
IJ H RM
Em pl oy ee
pe rc ep tio
ns of
H R sy st em
s (1 2-
ite m
in th e N H S N at io na l
St af f Su rv ey )
Em pl oy ee
pe rc ep tio
ns of
H R sy st em
s Pa tie nt
sa tis fa ct io n
Em pl oy ee
ci vi lit y to w ar ds
pa tie nt s; jo b ef fic ac y,
an d in te nt io n to
le av e
En gl is h pu
bl ic
ho sp ita ls er vi ce s
St ru ct ur al
eq ua tio
n m od
el in g
D en
H ar to g et
al .
(2 01 3)
JO M
Em pl oy ee
pe rc ep tio
ns of
H PW
S (1 0- ite m ) M an ag er
pe rc ei ve d H PW
S Sa tis fa ct io n an d pe rc ei ve d
un it pe rf or m an ce
Co m m un
ic at io n
Em pl oy ee
pe rc ei ve d H PW
S Re st au ra nt
ch ai n in
th e
N et he rla nd
s M ul til ev el
St ru ct ur al
eq ua tio
n m od
el in g
Je ns en
et al .( 20 13 )
JO M
Em pl oy ee
pe rc ep tio
ns of
H PW
S (1 5- ite m s
de ve lo pe d fr om
G ou
ld -W
ill ia m s &
D av ie s, 20 05 ;T ru ss ,1
99 9)
M an ag er
Pe rc ei ve d H PW
S Tu rn ov er
In te nt io n
Jo b co nt ro l
Em pl oy ee
pe rc ei ve d H PW
S; An
xi et y; Ro le
ov er lo ad
U K go
ve rn m en t
H ie ra rc hi ca l
lin ea r m od
el in g
Ke ho
e an d W rig
ht (2 01 3)
JO M
Em pl oy ee
pe rc ep tio
ns of
H PW
S (1 5- ite m
de ve lo pe d fr om
Co m bs ,L iu ,H
al l, &
Ke tc he n,
20 06 ;H
us el id ,1
99 5;
Su n,
Ar ye e,
& La w ;2
00 7;
W ay ,2
00 2)
Em pl oy ee
pe rc ei ve d
H PW
S O CB
,a bs en te ei sm
,a nd
in te nt io n to
re m ai n
O rg an iz at io na lc om
m itm
en t Fo od
se rv ic e or ga ni sa tio
n H ie ra rc hi ca l
lin ea r m od
el in g
Pi en in g,
Ba lu ch ,a nd
Sa lg e (2 01 3)
JA P
Em pl oy ee
pe rc ep tio
ns of
H R sy st em
(1 8- ite m )
a. Ch
an ge s in
em pl oy ee
ra te d H R sy st em
;b .
Ch an ge s in
fin an ci al
pe rf or m an ce ;c .
Ch an ge s in
cu st om
er sa tis fa ct io n
a. Ch
an ge s in
cu st om
er sa tis fa ct io n an d
ch an ge s in
fin an ci al
pe rf or m an ce ;
b. Ch
an ge s in
jo b
sa tis fa ct io n;
c. ch an ge s
in em
pl oy ee
pe rc ei ve d
H R sy st em
a. Ch
an ge s in
jo b
sa tis fa ct io n;
b. Ch
an ge s
in em
pl oy ee
pe rc ei ve d
H R sy st em
;c .c ha ng
es in
jo b sa tis fa ct io n
En gl is h pu
bl ic
ho sp ita ls er vi ce s
G en er al m et ho
d of
m om
en ts
(G M M ) es tim
at or
(c on tin ue d)
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 133
Ta bl e 1.
Co nt in ue d.
St ud
y Co
nc ep tu al iz at io n of
Em pl oy ee
Pe rc ep tio
ns of
H R Pr ac tic es
In de pe nd
en t Va ria bl es
D ep en de nt
Va ria bl es
M od
er at or s
M ed ia to rs
Co nt ex t
D at a An
al ys is
Ta ke uc hi
an d Ta ke uc hi
(2 01 3)
IJ H RM
Em pl oy ee
pe rc ei ve d H RM
pr ac tic es
(1 1- ite m )
Em pl oy ee
pe rc ei ve d
H RM
pr ac tic es
Tu rn ov er
in te nt io n,
af fe ct iv e co m m itm
en t,
co nt in ua nt
co m m itm
en t, jo b
in vo lv em
en t an d jo b
qu al ity
im pr ov em
en ts
P- O fit ,P
-J fit
H ea lth
ca re
or ga ni za tio
ns in
Ja pa n
St ru ct ur al
eq ua tio
n m od
el in g
W rig
ht & N is hi i( 20 13 )
Ch ap
te r
Em pl oy ee
pe rc ei ve d H R pr ac tic es
Co nc ep tu al pa pe r
Ya m am
ot o (2 01 3)
IJ H RM
Em pl oy ee
pe rc ep tio
ns of
H RM
ba se d on
th e co m m itm
en t m od
el (2 3- ite m
de ve lo pe d fr om
st ud
ie s in cl ud
in g
Ar th ur ,1
99 4;
H us el id ,1
99 5;
Pf ef fe r, 19 98 )
Em pl oy ee
pe rc ei ve d H RM
ba se d on
th e
co m m itm
en t m od
el
Re te nt io n
In te r- or ga ni za tio
na l
ca re er
se lf- ef fic ac y
an d sp ec ia lty
co m m itm
en t
Pr iv at e- se ct or
co m pa ni es
M ul tip
le re gr es si on
Bo on
an d Ka ls ho
ve n
(2 01 4)
H RM
Em pl oy ee
pe rc ep tio
ns of
H C- H RM
(2 2
ite m
fr om
Le pa k & Sn el l, 20 02 )
Em pl oy ee
pe rc ep tio
ns of
H C- H RM
O rg an iz at io na lc om
m itm
en t Ta sk
pr of ic ie nc y
W or k en ga ge m en t
Co m pa ni es
in th e
N et he rla nd
s, G er m an y, Au
st ria ,
G re ec e, Sw
itz er la nd
, th e U K,
an d th e
U ni te d St at es
H ie ra rc hi ca l
lin ea r m od
el in g
Ed ga r an d G ea re
(2 01 4)
IJ H RM
Em pl oy ee
pe rc ep tio
ns of
H C- H RM
(1 8-
ite m
de ve lo pe d fr om
Pf ef fe r, 19 94 ,
19 98 ;W
oo d & Al ba ne se ,1
99 5)
Em pl oy ee
pe rc ei ve d
H C- H RM
D ep ar tm
en t ta sk
pe rf or m an ce
Jo b sa tis fa ct io n,
af fe ct iv e
co m m itm
en t, an d O CB
N ew
Ze al an d te rt ia ry
in st itu
tio ns
M ul tip
le lin ea r Re gr es si on
Ka to u et
al .( 20 14 )
H RM
Pe rc ei ve d H R pr ac tic es
(1 6- ite m ,f ro m
Ki nn
ie ,H
ut ch in so n,
Pu rc el l, Ra yt on
,& Sw
ar t, 20 05
Em pl oy ee
pe rc ei ve d
H R pr ac tic es
O rg an iz at io na lp
er fo rm
an ce
M an ag er
pe rc ei ve d
fe at ur es
of H R pr ac tic es
Em pl oy ee
re ac tio
ns (e .g .,
m ot iv at io n,
co m m itm
en t,
en ga ge m en t, O CB
)
G re ek
or ga ni za tio
ns St ru ct ur al
eq ua tio
n m od
el in g
Kn ie s an d Le is in k
(2 01 4)
H RM
J
Em pl oy ee
pe op
le m an ag em
en t ac tiv iti es
(7 -it em
re ga rd in g su pp
or tiv e
H R pr ac tic es )
Em pl oy ee
pe op
le m an ag em
en t ac tiv iti es
Ex tr a- ro le
be ha vi ou
r Au
to no
m y, ab ili ty ,
an d co m m itm
en t
Co op
er at iv e
in su ra nc e co m pa ny
Re gr es si on
(t ak e in to
ac co un
t no
n- in de pe nd
en ce
of ob
se rv at io ns )
Pe te rs ,P
ou ts m a, va n
de r H ei jd en ,
Ba kk er ,a nd
de Br ui jn
(2 01 4)
H RM
Em pl oy ee
ex pe rie nc ed
ne w
w ay s to
w or k
(e .g ., te le w or k)
Im pl em
en te d
em po
w er m en t an d
em pl oy ee
pe rc ei ve d
ne w
w ay s to
w or k
W or k- re la te d flo w
Pu bl ic an d pr iv at e
or ga ni za tio
ns in
th e
ne th er la nd
s
H ie ra rc hi ca l
lin ea r m od
el in g
Sh en
an d Le gg
et t
(2 01 4)
PR
Em pl oy ee
pe rc ep tio
ns of
H RM
pr ac tic es
(1 5- ite m
ad ap te d fr om
Su n et
al .,
20 07
an d 5- ite m
re ga rd in g
re cr ui tm
en t an d sl ec tio
n)
Pe rc ep tio
ns of
H RM
pr ac tic es
Pe rc ei ve d
or ga ni za tio
na lj us tic e
H uk ou
st at us
Co m pa ni es
in Ch
in a
O ne -w ay
be tw ee n
gr ou
ps M AN
O VA
Ve rm
ee re n (2 01 4)
IJ H RM
Em pl oy ee
pe rc ei ve d H RM
(3 9- ite m
ad ap te d fr om
Ap pe lb au m ,B
ai le y,
Be rg ,&
Ka lle be rg ,2
00 0;
Bo on
,2 00 8;
Ah m ad
& Sc hr oe de r, 20 03 ;G
ou ld -
Li ne
m an ag er
tr an sf or m at io na l
le ad er sh ip
Pe rc ei ve d un
it pe rf or m an ce
Li ne
m an ag er
im pl em
en te d
an d em
pl oy ee
pe rc ei ve d H RM
A D ut ch
m un
ic ip al ity
H ire ra rc hi ca l
lin ea r m od
el in g
134 Y. WANG ET AL.
W ill ia m s, 20 03 ;H
us el id ,1
99 5;
W rig
ht ,
G ar dn
er ,M
oy ni ha n,
& Al le n,
20 05 )
Ya na do
ri an d Va n
Ja ar sv el d (2 01 4)
IR
Em pl oy ee
re po
rt s of
H PW
S (1 0- ite m
de ve lo pe d fr om
M oh
r & Zo gh
i, 20 08 ;
Za tz ic k & Iv er so n,
20 06 )
Fo rm
al H PW
S, in fo rm
al H PW
S, an d
un us ed
H PW
S
Jo b sa tis fa ct io n an d
w or kp la ce
pr of ita bi lit y
St at is tic s Ca na da
w or kp la ce
an d
em pl oy ee
su rv ey
O rd in al
lo gi st ic re gr es si on
Fo ss
et al .( 20 15 )
H RM
Em pl oy ee
pe rc ep tio
ns of
re w ar ds
fo r
kn ow
le dg
e sh ar in g de ve lo pe d fr om
Ca br er a, Co
lli ns ,a nd
Sa lg ad o (2 00 6) ;
M au re r an d Ta ru lli (1 99 4)
(7 -it em
)
Re w ar ds
fo r kn ow
le dg
e sh ar in g
Au to no
m ou
s m ot iv at io n
to sh ar e kn ow
le dg
e Au
to no
m y- pr om
ot in g
jo b de si gn
an d
kn ow
le dg
e sh ar in g
su pp
or tiv e cl im at e
Kn ow
le dg
e- in te ns iv e
fir m s in
D en m ar k
H ie ra rc hi ca l
lin ea r m od
el in g
M ad en
(2 01 5)
PR Em
pl oy ee
pe rc ei ve d hi gh
-in vo lv em
en t H R
pr ac tic es
(1 0- ite m
fr om
Ya ng
,2 01 2)
Em pl oy ee
pe rc ei ve d hi gh
- in vo lv em
en t
H R pr ac tic es
In di vi du
al in no
va tio
n an d
fe ed ba ck
in qu
iry W or k en ga ge m en t an d
le ar ni ng
-g oa l
or ie nt at io n
O rg an iz at io ns
in Tu rk ey
St ru ct ur al
eq ua tio
n m od
el in g
W eh ne r, G la rd in i, an d
Ka bs t (2 01 5)
H RM
Em pl oy ee
pe rc ep tio
ns of
re cr ui tm
en t
pr oc es s ou
ts ou
rc in g (n o ou
ts ou
rc in g,
ou ts ou
rc in g of
pr es el ec tio
n, ou
ts ou
rc in g of
pr es el ec tio
n an d
te le ph
on e in te rv ie w ,a nd
co m pl et e
ou ts ou
rc in g)
Ex te nt
of re cr ui tm
en t
pr oc es s ou
ts ou
rc in g
Jo b ac ce pt an ce
in te nt io n
Se rv ic e pr ov id er
im ag e
an d em
pl oy er
im ag e
Em pl oy er
at tr ac tiv en es s
an d sa tis fa ct io n w ith
th e re cr ui tm
en t pr oc es s
G ra du
at e st ud
en ts
in Bu
si ne ss
Ad m in is tr at io n
an d Ec on
om ic s
Sc en ar io -b as ed ,
be tw ee n- su bj ec t
ex pe rim
en t st ud
y
An dr ee va
an d
Se rg ee va
(2 01 6)
H RM
J
Te ac he r pe rc ei ve d m ot iv at io n (3 -it em
fr om
Ki an to ,A
nd re ev a, & Sh i, 20 11 ;
3- ite m
fr om
Fo ss ,M
in ba ev a,
Pe de rs en ,&
Re in ho
lt, 20 09 ), ab ili ty
(3 -
ite m
de ve lo pe d ba se d on
st ud
ie s
in cl ud
in g Jia
ng ,L ep ak ,H
u, & Ba er ,
20 12 ), an d op
po rt un
ity (7 -it em
fr om
W u,
H su ,&
Ye h,
20 07 )- en ha nc in g
H R pr ac tic es
Ab ili ty
an d m ot iv at io n-
en ha nc in g H R pr ac tic es
Kn ow
le dg
e- sh ar in g
be ha vi or
O pp
or tu ni ty -e nh
an ci ng
H R pr ac tic es
Ab ili ty ,i nt rin
si c an d
ex tr in si c m ot iv at io n to
sh ar e kn ow
le dg
e
Sc ho
ol s fr om
a Ru
ss ia n un
iv er si ty
St ru ct ur al
eq ua tio
n m od
el in g
Ca st an he ira
an d St or y
(2 01 6)
H RM
Em pl oy ee
pe rc ep tio
ns of
pe rf or m an ce -
or ie nt ed
H R pr ac tic es
(1 4- ite m
de ve lo pe d fr om
Le pa k & Sn el l, 20 02 ;
Ta ke uc hi
et al ., 20 07 )
Em pl oy ee
pe rc ei ve d
pe rf or m an ce -o rie nt ed
H R pr ac tic es
Af fe ct iv e co m m itm
en t
sa vo rin
g st ra te gi es
W or k en ga ge m en t
A la rg e re ta il st or e
Pa th
an al ys is
Co nw
ay et
al .( 20 16 )
H RM
Em pl oy ee
pe rc ep tio
ns of
pe rf or m an ce
m an ag em
en t (3 -it em
de ve lo pe d fr om
Ke ho
e & W rig
ht ,2
01 3;
Le pa k & Sn el l,
20 02 ); em
pl oy ee
vo ic e (4 -it em
)
Em pl oy ee
pe rc ei ve d
pe rf or m an ce
m an ag em
en t an d
em pl oy ee
vo ic e
Em ot io na le
xh au st io n
an d en ga ge m en t
Em pl oy ee
vo ic e
A pu
bl ic -s ec to r
or ga ni za tio
n in
Ire la nd
St ru ct ur al
eq ua tio
n m od
el in g
El or za
et al .( 20 16 )
PR Em
pl oy ee
pe rc ei ve d H PW
S (1 6- ite m
de ve lo pe d fr om
D el er y & D ot y, 19 96 ;
Va nd
en be rg
et al ., 19 99 )
M an ag er
pe rc ei ve d H PW
S D is cr et io na ry
be ha vi ou
r Em
pl oy ee
pe rc ei ve d H PW
S M an uf ac tu rin
g co m pa ni es
in Sp ai n
H ie ra rc hi ca l
lin ea r m od
el in g
Fr en ke la
nd Be dn
al l
(2 01 6)
H P
Em pl oy ee
pe rc ep tio
ns of
tr ai ni ng
op po
rt un
ity (3 -it em
de ve lo pe d fr om
W ay ne ,S ho
re ,&
Li de n,
19 97 ) an d
pr om
ot io n op
po rt un
ity (2 -it em
de ve lo pe d fr om
Sp ec to r, 19 85 )
Em pl oy ee
pe rc ei ve d
Tr ai ni ng
an d pr om
ot io n
op po
rt un
iti es
D is cr et io na ry
w or k ef fo rt
In te ra ct io na lj us tic e
Pr oc ed ur al
ju st ic e, ca re er
ex pe ct at io n,
an d fe lt
ob lig at io n to
w or k un
it
Cl er ic al
an d
ad m in is tr at iv e
em pl oy ee s at
br an ch
le ve li n a la rg e ba nk
St ru ct ur al
eq ua tio
n m od
el in g
Ki lro
y, Fl oo d,
Bo sa k,
an d Ch
ên ev er t
(2 01 6)
H RM
J
Em pl oy ee
pe rc ep tio
ns of
hi gh
in vo lv em
en t w or k pr ac tic es :
au to no
m y (3 -it em
,S pr ei tz er ,1
99 5) ,
in fo rm
at io n sh ar in g (3 -it em
,L aw
le r,
M oh
rm an ,&
Le df or d,
19 95 ), no
n-
Em pl oy ee
pe rc ei ve d hi gh
in vo lv em
en t
w or k pr ac tic es
Em ot io na le
xh au st io n
an d de pe rs on
al iz at io n
Ro le
co nf lic t, ro le
ov er lo ad ,
an d ro le
am bi gu
ity A Ca na di an
ge ne ra lh
os pi ta l
St ru ct ur al
eq ua tio
n m od
el in g
(c on tin ue d)
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 135
Ta bl e 1.
Co nt in ue d.
St ud
y Co
nc ep tu al iz at io n of
Em pl oy ee
Pe rc ep tio
ns of
H R Pr ac tic es
In de pe nd
en t Va ria bl es
D ep en de nt
Va ria bl es
M od
er at or s
M ed ia to rs
Co nt ex t
D at a An
al ys is
m on
et ar y re co gn
iti on
(3 -it em
, Tr em
bl ay ,C
lo ut ie r, Si m ar d,
Ch ên ev er t,
& Va nd
en be rg he ,2
01 0) ,a nd
tr ai ni ng
an d de ve lo pm
en t (6 -it em
,T re m bl ay
et al ., 20 10 )
M a, Si lv a, Ca lla n,
an d
Tr ig o (2 01 6)
IJ H RM
Em pl oy ee
pe rc ep tio
ns of
H R pr ac tic es
(1 0- ite m
de ve lo pe d fr om
Sc hu
st er ,1
98 2)
Em pl oy ee
pe rc ei ve d
co m m itm
en t an d
co nt ro lH
R pr ac tic es
Tu rn ov er
in te nt io n an d jo b
sa tis fa ct io n
M ul tin
at io na lf irm
s an d
do m es tic
fir m s
in Ch
in a
H ie ra rc hi ca l
lin ea r m od
el in g
M on
ks et
al .( 20 16 )
H RM
J Em
pl oy ee
pe rc ep tio
ns of
tr ai ni ng
an d
de ve lo pm
en t, pe rf or m an ce
m an ag em
en t, pa rt ic ip at io n,
jo b
ro ta tio
n an d m en to rin
g (8 -it em
)
Em pl oy ee
pe rc ei ve d
le ar ni ng
-e nh
an ci ng
em pl oy m en t pr ac tic es
an d ta sk
in te rd ep en de nt
w or k pr ac tic es
Kn ow
le dg
e ex ch an ge
an d
co m bi na tio
n Re fle xi vi ty
Kn ow
le dg
e w or ke rs
in Ph
ar m ac eu tic al
an d
In fo rm
at io n an d
co m m un
ic at io ns
te ch no
lo gy
se ct or s in
Ire la nd
an d th e U K
St ru ct ur al
eq ua tio
n m od
el in g
So lb er g an d D ys vi k
(2 01 6)
IJ H RM
Em pl oy ee
pe rc ep tio
ns of
H R in ve st m en t
(7 -it em
de ve lo pe d fr om
Ku va as
& D ys vi k, 20 09 ;L ee
& Br uv ol d,
20 03 )
Em pl oy ee
pe rc ei ve d
in ve st m en t in
em pl oy ee
de ve lo pm
en t
In te rn al em
pl oy ab ili ty
or ie nt at io n
an d ac tiv iti es
Pe rc ei ve d so ci al an d
ec on
om ic ex ch an ge
re la tio
ns hi p
Th e N or w eg ia n di vi si on
of a m ul tin
at io na l
te ch no
lo gy
se rv ic e
an d m an ag em
en t
co ns ul tin
g fir m
Pa th
an al ys is
Ag ar w al
an d Fa rn da le
(2 01 7)
H RM
J
Em pl oy ee
pe rc ei ve d H PW
S (2 1 ite m ,
Ta ke uc hi
et al ., 20 07 )
Em pl oy ee
pe rc ei ve d
H PW
S Cr ea tiv ity
im pl em
en ta tio
n Ps yc ho
lo gi ca lc ap ita la nd
ps yc ho
lo gi ca ls af et y
A ph
ar m ac eu tic al
fir m
Pa th
an al ys is
An dr ee va ,V
an ha la ,
Se rg ee va ,R
ita la ,
an d Ki an to
(2 01 7)
H RM
J
Em pl oy ee
pe rc ep tio
ns of
ap pr ai sa lo
f kn ow
le dg
e be ha vi ou
rs (3 -it em
) an d
re w ar ds
fo r kn ow
le dg
e be ha vi ou
rs (3 -it em
)
Em pl oy ee
pe rc ei ve d
re w ar ds
an d
pe rf or m an ce
ap pr ai sa l
of kn ow
le dg
e be ha vi ou
rs
Ra di ca la nd
in cr em
en ta l
in no
va tio
n ou
tc om
es Fi ni sh
co m pa ni es
St ru ct ur al
eq ua tio
n m od
el in g
An g et
al .( 20 17 )
IJ H RM
Em pl oy ee
pe rc ep tio
ns of
re cr ui tm
en t (6 -
ite m ,Z
ac ha ra to s et
al ., 20 05 ), tr ai ni ng
an d de ve lo pm
en t (6 -it em
,Z ac ha ra to s
et al ., 20 05 ), an d he al th
an d sa fe ty
cl im at e (8 -it em
,E dg
ar & G ea re ,2
00 5)
Le ad er
H R pr ac tic es
M em
be r he al th
& w el lb ei ng
an d m em
be r
in te nt io n to
le av e
M em
be r H R pr ac tic es ,
M em
be r so ci al
co nn
ec te dn
es s, an d
le ad er -
m em
be r ex ch an ge
Au st ra lia n M en s Sh ed s
H ie ra rc hi ca l
lin ea r m od
el in g
D um
on t, Sh en ,a nd
D en g (2 01 7)
H RM
Em pl oy ee
pe rc ep tio
ns of
H R pr ac tic es
th at
en ha nc e po
si tiv e en vi ro nm
en t
ou tc om
es (6 -it em
)
Em pl oy ee
pe rc ei ve d
gr ee n H RM
Ex tr a- ro le
an d in -r ol e
gr ee n be ha vi ou
r In di vi du
al gr ee n va lu es
Ps yc ho
lo gi ca lg
re en
cl im at e A Ch
in es e su bs id ia ry
of an
Au st ra lia n
m ul tin
at io na l
en te rp ris e
St ru ct ur al
eq ua tio
n m od
el in g
Jia ng
et al .( 20 17 )
H RM
Em pl oy ee
pe rc ei ve d H R pr ac tic es
(1 3-
ite m
de ve lo pe d fr om
pr ev io us
re se ar ch ,e
.g ., Ch
ua ng
& Li ao ,2
01 0;
Le pa k & Sn el l, 20 02 )
M an ag er
an d Co
-w or ke r
H R pe rc ep tio
ns Em
pl oy ee
H R pe rc ep tio
ns D is si m ila rit y to
m an ag er
an d
co -w or ke rs
Ch in es e in su ra nc e
co m pa ny
an d
go ve rn m en ta la
ge nc y
H ie ra rc hi ca l
lin ea r m od
el in g
Ki lro
y et
al .( 20 17 )
H RM
Em pl oy ee
pe rc ep tio
ns of
hi gh
in vo lv em
en t w or k pr ac tic es :
Em ot io na le
xh au st io n an d
de pe rs on
al iz at io n
P- O fit
A Ca na di an
ge ne ra lh
os pi ta l
St ru ct ur al
eq ua tio
n m od
el lin g
136 Y. WANG ET AL.
au to no
m y (3 -it em
,S pr ei tz er ,1
99 5) ,
in fo rm
at io n sh ar in g (6 -it em
,L aw
le r
et al ., 19 95 ), no
n- m on
et ar y
re co gn
iti on
(3 -it em
,T re m bl ay
et al .,
20 10 ), an d tr ai ni ng
an d de ve lo pm
en t
(3 -it em
,T re m bl ay
et al ., 20 10 )
Em pl oy ee
pe rc ei ve d
hi gh
in vo lv em
en t
w or k pr ac tic es
Li et
al .( 20 17 )
H RM
Em pl oy ee
pe rc ep tio
ns of
re w ar d fo r
cr ea tiv ity
(3 -it em
de ve lo pe d fr om
Ba er ,O
ld ha m ,&
Cu m m in gs ,2
00 3)
Em pl oy ee
pe rc ei ve d
re w ar d fo r cr ea tiv ity
Cr ea tiv e pe rf or m an ce
Ch al le ng
e an d th re at
ap pr ai sa l
Cr ea tiv ity -r el at ed
in tr in si c
m ot iv at io n
A co ns tr uc tio
n gr ou
p in
Ch in a
H ie ra rc hi ca l
lin ea r m od
el in g
Li an d Fr en ke l( 20 17 )
IJ H RM
Em pl oy ee
H PW
S (1 7- ite m
de ve lo pe d
fr om
Su n et
al ., 20 07 )
Su pe rv is or
pe rc ep tio
ns of
H R pr ac tic es
W or k en ga ge m en t
Su pe rv is or -s ub
or di na te
hu ko u
st at us
si m ila rit y
Le ad er -m
em be r ex ch an ge
an d em
pl oy ee
pe rc ep tio
ns of
H R pr ac tic es
A pr iv at e- ow
ne d ho
te l
in Ch
in a
H ie ra rc hi ca l
lin ea r m od
el in g
Li u et
al .( 20 17 )
AM J
Em pl oy ee
pe rc ei ve d pe rf or m an ce -
or ie nt ed
H R pr ac tic es
(3 6- ite m ) an d
m ai nt en an ce -o rie nt ed
H R pr ac tic es
(1 2- ite m ) de ve lo pe d fr om
G on
g, H ua ng
,a nd
Fa rh
(2 00 9)
Em pl oy ee
pe rc ei ve d
pe rf or m an ce -o rie nt ed
H R pr ac tic es
Cr ea tiv ity
an d
fir m
in no
va tio
n Fi rm
ow ne rs hi p an d
em pl oy ee
pe rc ei ve d
m ai nt en an ce -
or ie nt ed
H R pr ac tic es
D om
ai n- re le va nt
sk ill s
M et al lu rg ic al
fir m s
in Ch
in a
H ie ra rc hi ca l
lin ea r m od
el in g
Sc ho
pm an ,K
al sh ov en ,
an d Bo
on (2 01 7)
IJ H RM
Em pl oy ee
pe rc ei ve d H C- H RM
(2 2 ite m s
de ve lo pe d fr om
Le pa k & Sn el l, 20 02 )
Em pl oy ee
pe rc ei ve d
H C- H RM
M ot iv at io n to
co nt in ue
to w or k
Tr an sf or m at io na ll ea de rs hi p
an d in tr in si c m ot iv at io n
D ut ch
he al th
ca re
or ga ni za tio
ns Pa th
an al ys is
Ve ld
an d Al fe s (2 01 7)
IJ H RM
Em pl oy ee
pe rc ep tio
ns of
H R sy st em
(1 0-
ite m
de ve lo pe d fr om
Kr oo n,
va n de
Vo or de ,&
va n Ve ld ho
ve n,
20 09 )
Em pl oy ee
pe rc ei ve d
H R sy st em
W ar d co m m itm
en t an d
ne ed
fo r re co ve ry
Cl im at e fo r w el l-b
ei ng
an d
cl im at e fo r ef fic ie nc y
A Lo ng
-T er m
Ca re
or ga ni za tio
n in
th e
N et he rla nd
s
H ie ra rc hi ca l
lin ea r m od
el in g
Bo s- N eh le s an d
M ei je rin
k (2 01 8)
IJ H RM
Em pl oy ee
pe rc ep tio
ns of
th e pr es en ce
of H RM
pr ac tic es
(3 1- ite m
fr om
Li ao
et al ., 20 09 ;T ak eu ch ie
t al ., 20 07 )
Li ne
m an ag er
pe rc ep tio
ns of
or ga ni za tio
na lH
RM su pp
or t & ca pa ci ty
an d
em pl oy ee
pe rc ep tio
ns of
LM X
Af fe ct iv e co m m itm
en t
Li ne
m an ag er
m ot iv at io n
to im pl em
en t H R
pr ac tic es
an d em
pl oy ee
pe rc ep tio
ns of
th e
pr es en ce
of H RM
pr ac tic es
En gi ne er in g fir m s in
th e
N et he rla nd
s H ie ra rc hi ca l
lin ea r m od
el in g
D el lo
Ru ss o,
M as ci a,
an d M or an di
(2 01 8)
IJ H RM
Em pl oy ee
pe rc ep tio
ns of
H R pr ac tic es
(6 -it em
) Em
pl oy ee
pe rc ep tio
ns of
H R pr ac tic es
In di vi du
al pe rc ep tio
ns of
pr oa ct iv ity
cl im at e,
or ga ni za tio
na lc lim
at e
fo r pr oa ct iv ity ,a nd
ap pr op
ria te ne ss
of ca re
H RM
st re ng
th (d ep ar tm
en t le ve l)
Ita lia n ho sp ita lc om
pa ni es
H ie ra rc hi ca l
lin ea r m od
el lin g
Fl et ch er
et al .( 20 18 )
IJ H RM
Em pl oy ee
pe rc ep tio
ns of
tr ai ni ng
an d
de ve lo pm
en t (3 -it em
de ve lo pe d fr om
Ro bi ns on
,H oo ke r, & H ay da y, 20 07 )
Em pl oy ee
pe rc ei ve d
tr ai ni ng
an d
de ve lo pm
en t
In te nt io n to
st ay
Em pl oy ee
en ga ge m en t, jo b
sa tis fa ct io n,
em ot io na l
ex ha us tio
n, an d
ch an ge -r el at ed
an xi et y
Co m pa ni es
in th e U K
H ie ra rc hi ca l
lin ea r m od
el in g
G ko re zi s, G eo rg io u,
an d Th eo do
ro u
(2 01 8)
IJ H RM
Em pl oy ee
pe rc ep tio
ns of
H PW
S (1 1- ite m
fr om
Ta ke uc hi
et al ., 20 07 ;C
ha ng
& Ch
en ,2
01 1)
Em pl oy ee
pe rc ei ve d H PW
S In te nt io n to
le av e
H R- re la te d
ed uc at io n
ba ck gr ou
nd
O rg an iz at io na lc yn ic is m
Pr iv at e ho
sp ita ls
in Cy pr us
Re gr es si on
an al ys is
Ko oi ja
nd Bo
on (2 01 8)
H RM
J Em
pl oy ee
pe rc ep tio
ns of
hi gh
- pe rf or m an ce
w or k pr ac tic es
(1 4- ite m )
Em pl oy ee
pe rc ep tio
ns of
hi gh
-p er fo rm
an ce
w or k pr ac tic es
Af fe ct iv e co m m itm
en t
ov er
tim e
Ca re er
st ag e
P- O fit
ov er
tim e
A D ut ch
un iv er si ty
St ru ct ur al
eq ua tio
n m od
el in g
(c on tin ue d)
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 137
Ta bl e 1.
Co nt in ue d.
St ud
y Co
nc ep tu al iz at io n of
Em pl oy ee
Pe rc ep tio
ns of
H R Pr ac tic es
In de pe nd
en t Va ria bl es
D ep en de nt
Va ria bl es
M od
er at or s
M ed ia to rs
Co nt ex t
D at a An
al ys is
Li ,W
an g,
Va n
Ja ar sv el d,
Le e, an d
M a (2 01 8)
AM J
Em pl oy ee
ex pe rie nc ed
hi gh
-in vo lv em
en t
w or k sy st em
(H IW
S; ite m s fr om
th e
em pl oy ee
su rv ey
co lle ct ed
by St at is tic s Ca na da )
Em pl oy ee
ex pe rie nc ed
H IW
S In no
va tio
n Th e ho
m og
en ei ty
of H IW
S ex pe rie nc es ,
th e st ra te gi c
im po
rt an ce
of in no
va tio
n, an d th e
ch ur n in
hu m an
re so ur ce s
W or kp la ce s in
Ca na da
O rd er ed
pr ob
it re gr es si on
s
M € ak el € a an d Ki nn
un en
(2 01 8)
IJ H RM
Su pp
or tiv e H R pr ac tic es
de ve lo pe d fr om
ea rli er
lit er at ur e (e .g ., Iv an ce vi ch ,
Ko no
pa sk e, & D eF ra nk ,2
00 3;
Je ns en ,
20 14 ;W
el ch
& W or m ,2
00 6)
(5 -it em
)
Em pl oy ee
pe rc ei ve d
su pp
or tiv e H R pr ac tic es
Jo b ex ha us tio
n, vi go
r an d
sa tis fa ct io n w ith
tr av el
fo r w or k
W or kl oa d & pr es su re ,
an d ris ks
of tr av el
de st in at io n
M ul tin
at io na lc om
pa ni es
an d Fi nn
is h tr ad e
un io n m em
be rs
St ru ct ur al
eq ua tio
n m od
el lin g
M ak he ch a et
al .( 20 18 )
IJ H RM
Ex pe rie nc ed
H R pr ac tic es
(c on
te nt ,
pr oc es s, & in te nt )
In te nd
ed H R pr ac tic es
Em pl oy ee
ex pe rie nc ed
H R pr ac tic es
e. g. ,l ow
co m m un
ic at io n &
lo w
co m pr eh en si on
ab ili ty
Ac tu al H R pr ac tic es
Re ta il se ct or
in In di a
Ca se
st ud
y
Yo us af
et al .( 20 18 )
IJ H RM
Em pl oy ee
pe rc ep tio
ns of
H C- H RM
(1 7- ite m
de ve lo pe d fr om
Sa nd
er s,
D or en bo
sc h,
et al ., 20 08 )
Em pl oy ee
pe rc ei ve d hi gh
co m m itm
en t H RM
O rg an iz at io na la
nd oc cu pa tio
na l
tu rn ov er
in te nt io n
Af fe ct iv e
oc cu pa tio
n co m m itm
en t
Af fe ct iv e
or ga ni za tio
na l
co m m itm
en t
In do
ne si a re st au ra nt s
H ie ra rc hi ca l
lin ea r m od
el in g
Ba ya zi t an d Ba ya zi t
(2 01 9)
IJ H RM
Em pl oy ee
pe rc ep tio
ns of
av ai la bi lit y of
fle xi bl e w or k ar ra ng
em en ts
(4 -it em
de ve lo pe d fr om
Al le n,
20 01 )
Em pl oy ee
pe rc ei ve d
av ai la bi lit y of
fle xi bl e
w or k ar ra ng
em en t
Pe rc ei ve d ge ne ra lh
ea lth
Pe rc ei ve d fa m ily -
su pp
or tiv e cu ltu
re Fl ex ib ili ty
I-d ea ls ,w
or k- to -
fa m ily
co nf lic t, fa m ily -
to -w or k co nf lic t
Fi rm
s in
Tu rk ey
Pa th
an al ys is
Bo s- N eh le s an d
Ve en en da al ( 2 01 9)
IJ H RM
Em pl oy ee
pe rc ei ve d H R pr ac tic es
(1 4-
ite m
fr om
Bo se lie ,H
es se lin k, Pa au w e,
& va n de r W ie le ,2
00 1)
Em pl oy ee
pe rc ei ve d
tr ai ni ng
& de ve lo pm
en t,
co m pe ns at io n,
in fo rm
at io n sh ar in g,
an d su pp
or tiv e
su pe rv is io n
In no
va tiv e w or k be ha vi or
In no
va tiv e cl im at e
M an uf ac tu rin
g co m pa ni es
in th e
N et he rla nd
s
Re gr es si on
an al ys is
Ch oi
(2 01 9)
AP JH R
Th e ex te nt
to w hi ch
em pl oy ee s ag re ed
or di sa gr ee d th at
ea ch
pr ac tic e w as
us ed
by th ei r pe rs on
al ex pe rie nc e
an d un
de rs ta nd
in g of
H R pr ac tic es
(8 -it em
)
H R sy st em
s Fi rm
pe rf or m an ce
an d jo b
sa tis fa ct io n
Em pl oy ee
pe rc ei ve d
H R sy st em
s So ut h Ko
re an
m an uf ac tu rin
g fir m s
H ie ra rc hi ca l
lin ea r m od
el in g
Co ok e et
al .( 20 19 )
IJ H RM
Em pl oy ee
pe rc ep tio
ns of
H PW
S (1 6- ite m
de ve lo pe d fr om
Ba e & La w le r, 20 00 ;
Pr ie to
& Sa nt an a, 20 12 ;S ea rle
et al .,
20 11 ;S un
et al ., 20 07 ;T ak eu ch i
et al ., 20 07 )
Em pl oy ee
pe rc ep tio
ns of
H PW
S en ga ge m en t
re si lie nc e
Ch in es e ba nk in g in du
st ry
St ru ct ur al
eq ua tio
n m od
el in g
Be ije r et
al .( in
pr es s)
H RM
J Cr iti ca lr ev ie w
of th e m ea su re m en t of
H R
pr ac tic es
(e m pl oy ee
vs m an ag er ) us ed
Li te ra tu re
re vi ew
138 Y. WANG ET AL.
in th e pa pe rs pu
bl is he d be tw ee n
20 00
an d 20 17
Pe rc ei ve d H R St re ng
th D or en bo
sc h et
al .
(2 00 6)
M R
Co ns en su s on
an d le gi tim
ac y of
th e H R
m es sa ge
(1 5- ite m
on co ns en su s an d
20 -it em
on le gi tim
ac y de ve lo pe d
fr om
Bo se lie
et al ., 20 05 ;D
el er y &
D ot y, 19 96 ;S an de rs
& Va n de r Ve n,
20 04 ;T su i&
W an g,
20 02 )
Co ns en su s an d le gi tim
ac y
of th e H R m es sa ge
Co m m itm
en t st re ng
th D ut ch
ho sp ita ls
H ie ra rc hi ca l
lin ea r m od
el in g
Sa nd
er s, D or en bo
sc h,
et al .( 20 08 )
PR
D is tin
ct iv en es s (7 -it em
ab ou
t re le va nc e
an d 10 -it em
ab ou
t au th or ity
de ve lo pe d fr om
U lri ch ,1
99 7) ;
Co ns is te nc y (w ith
in -r es po
nd en t
ag re em
en t on
H RM
ite m s)
D is tin
ct iv en es s, co ns is te nc y
an d co ns en su s
Af fe ct iv e co m m itm
en t
Cl im at e st re ng
th D ut ch
ho sp ita l
H ie ra rc hi ca ll in ea r
m od
el in g
Ko st er
(2 01 1)
IJ H RM
Th e in te ns ity
an d co ns is te nc y of
pe rc ei ve d H R pr ac tic es
(It em
s ab ou
t em
pl oy ee
pe rc ep tio
ns of
H R pr ac tic es
fr om
ES S an d ca lc ul at ed )
Th e in te ns ity
an d
co ns is te nc y of
pe rc ei ve d H R pr ac tic es
O rg an iz at io na lc om
m itm
en t
an d w or k ef fo rt
O rg an iz at io ns
in 26
Eu ro pe an
co un
tr ie s
H ie ra rc hi ca ll in ea r
m od
el in g
Li et
al .( 20 11 )
IJ H RM
D is tin
ct iv en es s: 5- ite m
sc al e (F re nk el
et al ., 20 12 ); Co
ns is te nc y: w ith
in -
re sp on
de nt
ag re em
en t on
H RM
ite m s;
Co ns en su s: 4- ite m
sc al e (D el m ot te ,D
e W in ne ,G
ilb er t, & Se ls ,2
00 7)
D is tin
ct iv en es s, co ns is te nc y,
an d co ns en su s
Em pl oy ee
w or k sa tis fa ct io n,
vi go
r, an d in te nt io n
to qu
it
Cl im at e st re ng
th Ch
in es e ho
te l
H ie ra rc hi ca l
lin ea r m od
el in g
D el m ot te
et al .( 20 12 )
IJ H RM
D is tin
ct iv en es s: 10 -it em
;C on
si st en cy :
9- ite m ;C
on se ns us :1
2- ite m
Be lg ia n pr iv at e
se ct or
co m pa ni es
Sc al e de ve lo pm
en t
& va lid at io n
Eh rn ro ot h an d
Bj or km
an (2 01 2)
JM S
Vi si bi lit y (In
te ns ity ), re le va nc e
(m ea ni ng
fu ln es s) ,&
va lid ity
of H R
sy st em
(8 -it em
on vi si bi lit y, 8- ite m
on re le va nc e,
an d 16 -it em
on va lid ity )
Vi si bi lit y, re le va nc e,
an d va lid ity
Em pl oy ee
cr ea tiv ity ,w
or k
lo ad ,a nd
jo b
pe rf or m an ce
Ps yc ho
lo gi ca l
em po
w er m en t
IT co ns ul ta nt
co m pa ny
in Sw
ed en
St ru ct ur al
eq ua tio
n m od
el in g
Fr en ke l, Li ,e
t al .
(2 01 2)
BJ IR
D is tin
ct iv e an d co ns is te nc y (1 0-
ite m
sc al e)
D is tin
ct iv e an d co ns is te nc y
N eg at iv e em
ot io ns
an d
em ot io na le
xh au st io n
D is tr ib ut iv e, pr oc ed ur al ,
an d in te ra ct io na lj us tic e
M an uf ac tu rin
g or ga ni za tio
ns St ru ct ur al
eq ua tio
n m od
el in g
Fr en ke l, Re st ub
og ,a nd
Be dn
al l( 20 12 )
IJ H RM
D is tin
ct iv en es s, co ns is te nc y, an d
co ns en su s (1 2- ite m
sc al e)
D is tin
ct iv en es s, co ns is te nc y,
an d co ns en su s
D is cr et io na ry
w or k ef fo rt
an d co -w or ke r
as si st an ce
Pr oc ed ur al
ju st ic e,
or ga ni za tio
n id en tif ic at io n,
an d
di st rib
ut iv e ju st ic e
An al co ho
lic be ve ra ge
fir m
an d a
te le co m m un
ic at io ns
co m pa ny
St ru ct ur al
eq ua tio
n m od
el in g
Pe re ira
an d G om
es (2 01 2)
IJ H RM
St re ng
th of
th e H R sy st em
(4 2- ite m
fr om
Co el ho
et al ., 20 15 )
St re ng
th of
th e H R sy st em
an d tr an sf or m at io na l
le ad er sh ip
O rg an iz at io na lp
er fo rm
an ce
O rg an iz at io na lc lim
at e
A m ul tin
at io na l
co m pa ny
Pa th
an al ys is
D e W in ne
et al .( 20 13 )
IJ H RM
D is tin
ct iv en es s: 10 -it em
sc al e;
Co ns is te nc y: 9- ite m
sc al e; Co
ns en su s:
12 -it em
sc al e
Pe rc ei ve d ef fe ct iv en es s in
th e fo ur
H R ro le s;
D is tin
ct iv en es s,
co ns is te nc y,
an d co ns en su s
Pe rc ei ve d ge ne ra l
ef fe ct iv en es s of
th e
H R de pa rt m en t
Be lg ia n pr iv at e
se ct or
co m pa ni es
M ul tip
le lin ea r
Re gr es si on
(c on tin ue d)
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 139
Ta bl e 1.
Co nt in ue d.
St ud
y Co
nc ep tu al iz at io n of
Em pl oy ee
Pe rc ep tio
ns of
H R Pr ac tic es
In de pe nd
en t Va ria bl es
D ep en de nt
Va ria bl es
M od
er at or s
M ed ia to rs
Co nt ex t
D at a An
al ys is
Fa rn da le
an d Ke lli he r
(2 01 3)
H RM
Ju st ic e in
pe rf or m an ce
ap pr ai sa l( 5- ite m
de ve lo pe d fr om
Fo lg er
& Ko
no vs ky ,
19 89 ;S ka rli ck i, Fo lg er ,&
Te sl uk ,1
99 9)
Em pl oy ee
pe rc ei ve d ju st ic e
in pe rf or m an ce
ap pr ai sa l
Af fe ct iv e co m m itm
en t
Tr us t in
se ni or
m an ag em
en t
Fi rm
s in
th e U K
H ie ra rc hi ca ll in ea r
m od
el in g
Re dm
on d (2 01 3)
H RM
Re le va nc e an d fa irn
es s (6 -it em
) Re le va nc e an d ju st ic e of
co m pe te nc y m od
el Jo b pe rf or m an ce ,
or ga ni za tio
na l
ci tiz en sh ip
be ha vi ou
r, an d em
pl oy ab ili ty
Ex ch an ge
re la tio
ns hi p
N or w eg ia n co ns ul tin
g, ba nk in g,
& pr op
er ty
m an ag em
en t
or ga ni za tio
n
M ul tip
le lin ea r
Re gr es si on
Be dn
al l, Sa nd
er s, an d
Ru nh
aa r (2 01 4)
AM LE
D is tin
ct iv en es s, co ns is te nc y, an d
co ns en su s (1 6- ite m
ad ap te d fr om
D el m ot te
et al ., 20 12 )
Pe rf or m an ce
ap pr ai sa lq
ua lit y
Pa rt ic ip at io n in
in fo rm
al le ar ni ng
ac tiv iti es
D is tin
ct iv en es s,
co ns is te nc y,
& co ns en su s
D ut ch
vo ca tio
na l
ed uc at io n
tr ai ni ng
sc ho
ol s
H ie ra rc hi ca ll in ea r
m od
el in g
Pi en in g et
al .( 20 14 )
H RM
Em pl oy ee
pe rc ei ve d H R pr ac tic es
(e .g .,
vi si bi lit y of
H R pr ac tic es )
In te nd
ed H R pr ac tic es
(e .g .,
ag re em
en t am
on g H R
de ci si on
-m ak er s)
Pe rc ei ve d H R pr ac tic es
(e .g ., vi si bi lit y of
H R pr ac tic es )
O rg an iz at io n’ s ab ili ty
to le ve ra ge
its re so ur ce ;e m pl oy ee
ex pe ct at io ns
of H RM
Im pl em
en te d H R pr ac tic es
(e .g ., de gr ee
of ce nt ra liz at io n of
th e
H R fu nc tio
n)
H ea lth
an d so ci al se rv ic e
or ga ni za tio
ns in
G er m an y
M ul tip
le ca se
st ud
y
Su m el iu s et
al .( 20 14 )
H RM
Vi si bi lit y, va lid ity ,p
ro ce du
ra la nd
di st rib
ut iv e ju st ic e of
pe rf or m an ce
ap pr ai sa l( PA
)
e. g. ,t op
m an ag em
en t
in te rn al iz at io n of
PA ,
su pe rv is or
co m m itm
en t
to PA
pr oc es s, an d pa st
ex pe rie nc e of
PA
Pe rc ei ve d vi si bi lit y, va lid ity ,
pr oc ed ur al
an d
di st rib
ut iv e ju st ic e of
PA
N or di c M N Cs
M ul tip
le ca se
st ud
y
H ef fe rn an
an d D un
do n
(2 01 6)
H RM
J
D is tr ib ut iv e ju st ic e (9 -it em
de ve lo pe d
fr om
Co lq ui tt ,2
00 1) ,p
ro ce du
ra l
ju st ic e (9 -it em
de ve lo pe d fr om
Sw ee ne y & M cF ar lin ,1
99 3;
Ty le r &
Li nd
,1 99 2)
an d in te ra ct io na lj us tic e
(1 0- ite m
de ve lo pe d fr om
Co lq ui tt ,2
00 1)
H PW
S Jo b sa tis fa ct io n,
af fe ct iv e
co m m itm
en t,
w or k pr es su re
D is tr ib ut iv e, pr oc ed ur al ,
an d in te ra ct io na lj us tic e
Iri sh
fir m s
H ie ra rc hi ca l
lin ea r m od
el in g
Sa nd
er s an d Ya ng
(2 01 6)
H RM
D is tin
ct iv en es s, co ns is te nc y, an d
co ns en su s (m
an ip ul at io ns
an d
D el m ot te
et al ., 20 12 )
H ig h co m m itm
en t- H RM
Af fe ct iv e co m m itm
en t an d
in no
va tiv e be ha vi ou
r Em
pl oy ee
H RM
st re ng
th O rg an iz at io n in
th e
N et he rla nd
s H ie ra rc hi ca ll in ea r
m od
el in g an d
sc en ar io -
ba se d ex pe rim
en t
Ba lu ch
(2 01 7)
IJ H RM
Pe rc ei ve d di st in ct iv en es s, co ns is te nc y,
an d co ns en su s of
H RM
Em pl oy ee
pe rc ei ve d
H R st re ng
th W el l-b
ei ng
N on
-p ro fit
or ga ni za tio
ns in
th e U K
M ul tip
le ca se
st ud
y
Be dn
al la nd
Sa nd
er s
(2 01 7)
H RM
D is tin
ct iv en es s, co ns is te nc y, an d
co ns en su s (1 6- ite m
ad ap te d fr om
D el m ot te
et al ., 20 12 )
Fo rm
al le ar ni ng
op po
rt un
ity Sh or t- an d lo ng
-t er m
pa rt ic ip at io n in
in fo rm
al le ar ni ng
ac tiv iti es
Em pl oy ee
pe rc ei ve d
H RM
sy st em
st re ng
th
M id dl e sc ho
ol s in
th e
N et he rla nd
s La te nt in te rc ep t m od
el s
Fa rn da le
an d Sa nd
er s
(2 01 7)
IJ H RM
D is tin
ct iv en es s, co ns is te nc y, & co ns en su s
Pe rc ei ve d H R st re ng
th Em
pl oy ee
ou tc om
e Cu
ltu ra lv al ue s an d
cu ltu
ra l
tig ht ne ss /lo
os en es s
Co nc ep tu al pa pe r
H au ff et
al .( 20 17 )
H RM
H RM
sy st em
st re ng
th (7 -it em
de ve lo pe d
ba se d on
O st ro ff & Bo
w en ,2
00 0)
H RM
ta rg et
ac hi ev em
en t
(e .g ., em
pl oy ee
O rg an iz at io ns
in G er m an y
Re gr es si on
an al ys is
140 Y. WANG ET AL.
H RM
sy st em
st re ng
th an d
nu m be r of
im po
rt an t
H RM
ta rg et
co m m itm
en t, hi gh
pe rf or m an ce )
Sa nd
er s et
al .( 20 18 )
H RM
D is tin
ct iv en es s, co ns is te nc y & co ns en su s
(1 5- ite m ,f ro m
Co el ho
et al ., 20 15 )
Pe rf or m an ce -b as ed
re w ar d
In no
va tiv e be ha vi ou
r Em
pl oy ee
pe rc ei ve d
H R st re ng
th an d
un ce rt ai nt y
av oi da nc e of
th e co un
tr y
O rg an iz at io ns
fr om
di ffe
re nt
in du
st rie s in
10 co un
tr ie s
H ie ra rc hi ca l
lin ea er
m od
el in g
Al fe s et
al .( 20 19 )
H RM
Em pl oy ee
pe rc ep tio
ns of
H R sy st em
st re ng
th (9 -it em
fr om
Fr en ke l, Li ,
et al ., 20 12 )
Em pl oy ee
pe rc ep tio
ns of
H R sy st em
st re ng
th En ga ge m en t in
ch an ge -
su pp
or tiv e be ha vi or
St at e po
si tiv e af fe ct ;
pe rc ei ve d or ga ni za tio
na l
su pp
or t, an d co pi ng
w ith
or ga ni za tio
na l
ch an ge
Po lic e fo rc e in
th e U K
St ru ct ur al
eq ua tio
n m od
el in g
Ch ac ko
an d Co
nw ay
(2 01 9)
H RM
J
Em pl oy ee
pe rc ei ve d ev en t- si gn
al le d H RM
sy st em
st re ng
th (1 2- ite m
ad ap te d
fr om
D el m ot te
et al ., 20 12 )
H R ev en t va le nc e
D ai ly w or k en ga ge m en t
Em pl oy ee
pe rc ei ve d ev en t-
si gn
al le d H RM
sy st em
st re ng
th an d cl ea r
ex pe ct an cy
pe rc ep tio
ns
Cu st om
er -f ac in g,
ad m in is tr at iv e, an d
pr of es si on
al st af f at
a Lo nd
on lo ca la
ut ho
rit y
Re gr es si on
us in g
cl us te r- ro bu
st st an da rd
er ro rs
H R A tt ri bu
ti on
N is hi ie
t al .( 20 08 )
Pp sy ch
Em pl oy ee
in te rn al
(c om
m itm
en t- fo cu s
an d co nt ro lf oc us ) an d ex te rn al
(u ni on
co m pl ia nc e)
H R at tr ib ut io n
(2 5- ite m )
Em pl oy ee
in te rn al an d
ex te rn al
H R at tr ib ut io n
Cu st om
er sa tis fa ct io n
Af fe ct iv e co m m itm
en t,
sa tis fa ct io n,
an d O CB
A se rv ic e fir m
St ru ct ur al
eq ua tio
n m od
el in g
Fo nt in ha
et al .( 20 12 )
PR Em
pl oy ee
in te rn al
H R at tr ib ut io n (6 -it em
fo r co m m itm
en t- fo cu s an d 6- ite m
fo r
co nt ro lf oc us )
Co m m itm
en t- fo cu se d H R
at tr ib ut io n an d co nt ro l-
fo cu se d H R at tr ib ut io n
Af fe ct iv e co m m itm
en t to
th e cl ie nt
or ga ni za tio
n Af fe ct iv e co m m itm
en t to
th e ou
ts ou
rc in g
co m pa ny
Po rt ug
ue se
ou ts ou
rc in g
co m pa ni es
in th e
in fo rm
at io n
te ch no
lo gi es
se ct or
St ru ct ur al
eq ua tio
n m od
el in g
W eb st er
an d Be eh r
(2 01 3)
JO B
Em pl oy ee
pr om
ot io n cr ite ria
at tr ib ut io n
(1 6- ite m
fo r pe rf or m an ce -b as e an d
no n- pe rf or m an ce -b as e m ob
ili ty )
Re ce iv ed
a pr om
ot io n
Ta sk
pe rf or m an ce
an d O CB
Eg o- de fe ns iv en es s
Pr om
ot io na lj us tic e,
or ga ni za tio
na l
co m m itm
en t, an d
pr om
ot io n
cr ite ria
at tib
ut io n
Al um
ni ,M
BA an d EM
BA st ud
en ts
of on
e la rg e
un iv er si ty
in th e
M id w es te rn
U .S .A
St ru ct ur al
eq ua tio
n m od
el in g
Va n de
Vo or de
an d
Be ije r (2 01 5)
H RM
J
Th e m ea ni ng
s em
pl oy ee s at ta ch
to H PW
S (1 0- ite m
fo r em
pl oy ee
w el l-
be in g an d ge t th e m os t w or k ou
t of
em pl oy ee s)
H PW
S Co
m m itm
en t an d jo b st ra in
W el l-b
ei ng
fo cu se d an d
pe rf or m an ce
fo cu se d
H R at tr ib ut io ns
D ut ch
or ga ni za tio
ns H ie ra rc hi ca ll in ea r
m od
el in g
Sh an tz
et al .( 20 16 )
H RM
J Pe rf or m an ce
an d co st
at tr ib ut io ns
on tr ai ni ng
,s el ec tio
n, re w ar d,
pe rf or m an ce
ap pr ai sa l, an d
pa rt ic ip at io n (1 0- ite m
de ve lo pe d
fr om
N is hi ie
t al ., 20 08 )
Pe rf or m an ce
an d
co st
at tr ib ut io ns
Em ot io na le
xh au st io n
Jo b in vo lv em
en t
an d w or k ov er lo ad
A co ns tr uc tio
n an d
co ns ul ta nc y
or ga ni za tio
n in
th e U K
Pa th
an al ys is
H ew
et t et
al .( 20 18 )
JO B
A ne w
m ea su re
de si gn
ed fo r H R
at tr ib ut io n fo r pu
rp os e of
or ga ni za tio
na lw
or kl oa d (1 8- ite m )
In fo rm
at io n (p er ce pt io ns
of di st rib
ut iv e an d
pr oc ed ur al
fa irn
es s)
Co m m itm
en t an d
co nt ro la
tt rib
ut io ns
Be lie f (c yn ic is m ) an d
m ot iv at io n
(p er so na l
re le va nc e)
Ac ad em
ic s in
th e U K
M ul tip
le lin ea r re gr es si on
a A M J (A ca de m y of
M an ag em
en t Jo ur na l);
AM LE
(A ca de m y of
M an ag em
en t Le ar ni ng
an d Ed uc at io n) ; AP
JH R (A si a Pa ci fic
Jo ur na l of
H um
an Re so ur ce s) ; BJ IR
(B rit is h Jo ur na l of
In du
st ria l
Re la tio
ns );
H P
(H um
an Pe rf or m an ce );
H RM
(H um
an Re so ur ce
M an ag em
en t) ; H RM
J (H um
an Re so ur ce
M an ag em
en t Jo ur na l);
IJ H RM
(In te rn at io na l Jo ur na l of
H um
an Re so ur ce
M an ag em
en t) ; IR
(In du
st ria l Re la tio
ns );
JA P
(J ou
rn al
of Ap
pl ie d
Ps yc ho
lo gy );
JM S
(J ou
rn al
of M an ag em
en t St ud
ie s) ; JO B
(J ou
rn al
of O rg an iz at io na l Be ha vi or );
JO M
(J ou
rn al
of M an ag em
en t) ;M
R (M
an ag em
en t Re vu e) ;P
ps yc h (P er so nn
el Ps yc ho
lo gy ); PR
(P er so nn
el Re vi ew
).
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 141
105) examine the ‘what’ of HR perception. Nearly half (49 out of 105) of the articles were published over the last five years, indicating the growth in this research over time. In terms of outlet, International Journal of Human Resource Management (38), Human Resource Management (23) and Human Resource Management Journal (14) emerged as three most important journals for employee HR perception research.
Common assumptions in employee HR perception research
Before reviewing research on the three components of employee HR per- ceptions research, we consider the major assumptions that underlie much of this literature stream. Despite the wide range of topics addressed, we identify several common assumptions on which the extant research is built. The first assumption is that HR practices function as a communication mechanism from employer to employee. Whether by design or by accident, HR practices deliver certain messages to employ- ees (Bowen & Ostroff, 2004). Messages can be embedded in HR content (the ‘what’) or in the way HR practices are implemented (the ‘how’). In this line of reasoning, employee HR perceptions encapsulate the messages employees, either individually or collectively, receive from their employ- ers by observing or experiencing HR practices. A second assumption is that employees may disagree with their employ-
ers regarding the types of HR practices implemented and the reason(s) behind the implementation of these practices. This premise distinguishes the HR perception literature from prior strategic HRM research. Strategic HRM studies tend to assume that top-level managers are aware of imple- mented HR practices. Therefore, they measure firm-level HR, often based on subjective responses from a single senior manager who is deemed to have more knowledge of HR practices than others in the organization including employees (Gerhart, Wright, Mahan, & Snell, 2000; Huselid & Becker, 2000). The employee HR perceptions literature explicitly acknowl- edges the potential disparity between HR practices perceived by managers and those perceived by employees, highlighting the importance of employ- ees’ subjective experience of HR as a driver of workplace outcomes. The third assumption underlying this field is the potential divergence
among employees in their perceptions of HR practices (Bowen & Ostroff, 2004). Employees may have idiosyncratic observations of the HR practices available in their organization because HR practices are designed differently across different groups of employees within an organization (Liao et al., 2009), or employees may consider certain HR practices as irrelevant to themselves, and so do not make themselves aware of their potential benefits or costs. Even within the same work
142 Y. WANG ET AL.
group, individuals may develop varied understandings about which HR practices are available to them and why such practices were introduced by the organization. This may be attributable to individual differences, such as personalities or experiences in prior jobs (Wright & Nishii, 2013), or social influences from colleagues (Jiang et al., 2017). In this line of reasoning, the interpersonal divergence of HR perception within an organization is not an error to be controlled for, but the phenomenon of interest that explains the effects of HR practices on outcomes.
The perceived ‘what’ of HR practices
Theoretical underpinning Studies of the perceived ‘what’ of HR practices concern the content of HR practices implemented in an organization as subjectively experienced by employees (e.g. Jiang et al., 2017). If HR practices are to influence employee outcomes, they must first exist in the minds of employees (Wright & Nishii, 2013) because cognition is a crucial precursor of sub- sequent attitudes and behaviors (Fiske & Taylor, 1991; Gray, Bougon, & Donnellon, 1985). Each HR practice or a set of HR practices (HR bun- dles) is deemed to signal its own messages to employees. For instance, high-performance work practices are assumed to convey that an employer is sincerely supportive and committed to his or her employees (Alfes, Shantz, Truss, & Soane, 2013; Choi, 2019). If such HR practices signal an employer’s goodwill, then they should induce positive employee reactions. This logic is justified by established theories of social exchange (Cropanzano & Mitchell, 2005) and psychological contract theory (Rousseau, 1995; Rousseau & Tijoriwala, 1998). The basic argument underlying this approach is that the goodwill that underlies the delivery of HR practices (such as high-performance work systems) will encourage employees to reciprocate by displaying positive workplace behaviors.
Measurement The measurement items used in the what of HR perception literature are often similar to HR practice measures previously used to capture firm- level HR practices from senior managers. Beijer et al. (in press) report that two sets of approaches are used when designing the ‘what’ of HR perception measures. The first approach compares descriptive and evalu- ative measures of HR practices. Descriptive measures seek to capture the reality of HR practices as cognitively recognized and remembered by employees. Employees might be asked whether the selection process involves interview panels (Edgar & Geare, 2005) or how many hours of formal training are offered to employees (Kehoe & Wright, 2013).
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 143
Evaluative measures, on the other hand, ask employees about their assess- ment or evaluation of HR constructs. For example, researchers have asked employees to consider whether “a rigorous selection process is used to select new recruits” (Jensen et al., 2013) or whether “staff are given mean- ingful feedback regarding their individual performance” (Alfes, Shantz, et al., 2013). After reviewing this field, Beijer et al. (in press) concluded that evaluative HR measures appear to dominate the literature. Based on our review, we identify additional approaches that have been
used when measuring the ‘what’ of HR perception. Specifically, we dis- tinguish observation-based versus experience-based HR measures. Observation-based HR measures capture employees’ perception of HR availability by placing respondents as third-person observers. An example of observation-based HR perception measurement asks employees whether they observe the occurrence of formal evaluation in their own work unit (Kehoe & Wright, 2013). In contrast, experience-based HR measures are designed to capture HR practices as directly experienced by the responding employees. For example, one measure asks whether respondents themselves have received formal performance evaluation (Conway, Fu, Monks, Alfes, & Bailey, 2016). Table 2 presents example questionnaire items that reflect these two distinct approaches.
Table 2. Examples of perceived “what” of HR practices measures. Observation-based measure Experience-based measure
Descriptive Selection: Interview panels are used during the recruitment and selection process in this organization (Edgar & Geare, 2005)
Selection: I am administered many assessment tools—including personality, aptitude, and skill tests—prior to employment in our firm (Liu et al., 2017)
Development: On average, how many hours of formal training do associates in this job receive each year? (Kehoe & Wright, 2013)
Development: In the past 12 months, have you received any classroom training related to your job? (Yanadori & Van Jaarsveld, 2014)
Performance management: At least once a year associates in this job receive a formal evaluation of their performance (Kehoe & Wright, 2013)
Performance management: I receive a formal evaluation of my performance at least once a year (Conway et al., 2016)
Rewards: Our company rewards employees for sharing information (Andreeva et al., 2017)
Rewards: The rewards I receive include fringe benefits (bonuses) in addition to a fixed salary (Castanheira & Story, 2016)
Evaluative Selection: A rigorous selection process is used to select new recruits (Jensen et al., 2013)
Selection: I think that the selection method of promotion is successful (Yamamoto, 2013)
Development: This organization puts in a great deal of effort in organizing for internal career development (Kuvaas, 2008)
Development: How satisfied do you feel with the level of training you receive in your current job? (Katou et al., 2014)
Performance management: Staff are given meaningful feedback regarding their individual performance, at least once each a year (Alfes, Shantz, et al., 2013)
Performance management: The criteria of performance appraisal are clear to me (Castanheira & Story, 2016)
Rewards: Individuals in my work unit receive special recognition for unique contributions (Li et al., 2017)
Rewards: The rewards I get from this company are associated, at least in part, to my performance (Castanheira & Story, 2016)
144 Y. WANG ET AL.
We argue, based on our review, that different types of HR perception measures produce somewhat different empirical results. In general, evalu- ative- rather than descriptive-based measures, and experience- rather than observation-based measures, tend to show stronger relations with employee outcomes. One potential reason for such findings may be the performance-cue effect (Lord, Binning, Rush, & Thomas, 1978; Shondrick, Dinh, & Lord, 2010), which occurs when a measurement method provides a prompt that facilitates the rater’s retrieval of performance-related infor- mation from his or her memory. In such a situation, evaluators’ responses could be biased toward the given performance cues (Binning, Zaba, & Whattam, 1986). This indicates the need to be careful when interpreting the results of the what of HR perception studies in the literature, as they could be a product of the measures used. We would encourage future research to carefully consider whether substantive or performance cue effects are in operation when interpreting the results of their study.
Major findings A major concern in this research stream has been demonstrating that HR content as perceived by employees may not be the same as HR con- tent as perceived by their managers. Empirical studies confirm that HR perceptions vary across the organizational hierarchy. For instance, Liao et al. (2009) indicate that the HR practices reported by employees were not as similar to those of managers as the latter would like them to be. Across studies of perceived HR content (Ang, Bartram, McNeil, Leggat, & Stanton, 2013; Ang et al., 2017; Aryee et al., 2012; Choi, 2019; Den Hartog et al., 2013; Elorza, Aritzeta, & Ayestaran, 2011; Elorza, Harris, Aritzeta, & Balluerka, 2016; Jensen et al., 2013; Jiang et al., 2017; Li & Frenkel, 2017; Liao et al., 2009; Vermeeren, 2014), the average correl- ation between manager and employee perceptions of HR content is mod- erate (r¼ 0.37 on average). However, the size of the HR perception gap between managers and employees may differ. For example, studies have found that managers’ communication quality (Den Hartog et al., 2013) and hukou status similarity (Li & Frenkel, 2017) may enhance the per- ceptual congruence between managers and employees. Employee perceptions of the ‘what’ of HR affect a number of employee
outcomes, including organizational commitment (Edgar & Geare, 2005; Macky & Boxall, 2007), turnover intentions (Kuvaas, 2008), job satisfaction (Macky & Boxall, 2008), early retirement (Herrbach, Mignonac, Vandenberghe, & Negrini, 2009), service performance (Liao et al., 2009), organizational citizenship behavior (Alfes, Shantz, et al., 2013), knowledge sharing (Foss, Pedersen, Reinholt Fosgaard, & Stea, 2015), and emotional exhaustion (Conway et al., 2016). Studies also reveal several moderators that
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 145
may amplify the relationship between perceived HR content and employee outcomes such as employees’ individual characteristics (Li, Deng, Leung, & Zhao, 2017), organizational characteristics (Liu, Gong, Zhou, & Huang, 2017), and perceived organizational support (Kuvaas, 2008). In sum, the ‘what’ of employee HR perception literature concerns the
content of HR practices as perceived by employees and the impact of these perceptions on workplace outcomes. This literature complements prior strategic HRM literature by demonstrating the mediating mecha- nisms through which HR practices are translated into employee out- comes. One of the limitations of this research is the inconsistency in measuring employees’ perceived HR content. Studies use a diverse array of HR perception measures (descriptive, evaluative, observation-based, and experience-based) without properly reflecting on the potential influ- ence of the choice of measurement on study results. Another limitation of research in the area is the relative lack of interest on the determinants of the perceived content of HR, especially organizational-level antece- dents. Future research should focus on the potential influence of the dif- ferent types of HR content measures on study results.
The perceived ‘how’ of HR practices
Theoretical underpinnings Employee perceptions of the ‘how’ of HR practices involve employee views of how HR practices are designed and implemented (Delmotte, De Winne, & Sels, 2012). This research stream is distinctive from the studies of the ‘what’ of HR practices in the sense that the focus is about the pro- cess through which HR messages are delivered to organizational mem- bers. A central assumption of research on the ’how’ of HR practices is that even a well-intended HR system may not produce its best possible outcomes if employees fail to make sense of it in a coherent, consistent and unified way. The dominant concept in this literature is “HR strength”. A strong HR
system ensures that employees’ collective understanding of HR practices is well aligned to the intentions of management (Bowen & Ostroff, 2004). The notion of HR strength has its foundations in situational strength research (Mischel, 1973; Bowen & Ostroff, 2004; Katou, Budhwar, & Patel, 2014; Ostroff & Bowen, 2000). In a strong situation, employees share a common understanding of the organization’s policies, practices, procedures, and goals, and the behaviors that are expected and rewarded (Bowen & Ostroff, 2004). In contrast, in a weak situation, employees experience a high degree of ambiguity regarding what is being expected in their organizational lives, which produces a wide variability
146 Y. WANG ET AL.
in the workplace attitudes and behaviors displayed (Ostroff & Bowen, 2000). Researchers have argued that a strong situation influences employee attitudes and behaviors, and therefore, that it is critical that features of an HR system allow for the creation of a strong situation. Bowen and Ostroff (2004) name nine features of HR practices that can
foster a strong situation in which unambiguous messages about an organization’s intended attitudes and behaviors can be sent to employees. Building on Kelley’s (1973) covariation theory, these authors suggest that an HR system will result in a strong situation when it is distinctive, con- sistent, and consensus generating (Bowen & Ostroff, 2004). Specifically, they elucidate four characteristics that can foster distinctiveness: visibility, understandability, legitimacy of authority, and relevance; three character- istics that establish consistency: instrumentality, validity, and consistent HR messages; and two characteristics that can result in consensus: agree- ment among principal HR decision makers and fairness. In short, HR strength is intrinsically tied to the features of organizational practices that result in employees developing shared perceptions of organization- ally desired behaviors. One of the theoretical challenges yet to be resolved in this area is the
unit of analysis adopted when considering HR strength. In their seminal study, Bowen and Ostroff (2004) proposed that HR strength is an organ- izational-level construct that mediates between the HRM system and firm-level performance. However, most studies in this area operational- ized HR strength at the individual-level and often linked it to individual- level outcomes. Ostroff and Bowen (2016: p. 198) expressed concerns about this trend and argued that the individual-level construct of “perceptions of HRM system strength”, although meaningful in its own right, should be differentiated from the collective-level construct of “HRM system strength”.
Measurement Studies have used a variety of methods to measure HR strength as per- ceived by individuals, including assessing the within-person variability of HR ratings to measure consistency (e.g. Sanders, Dorenbosch, & de Reuver, 2008; Li, Frenkel, & Sanders, 2011). A study by Delmotte et al. (2012) was one of the first to design a scale to measure perceived HR strength. More recently, Coelho, Cunha, Gomes, and Correia (2015), and Hauff, Alewell, and Hansen (2017) designed scales to measure perceived HR strength. Although these scales are widely used in empirical studies, Ostroff and Bowen (2016) concluded that the field still lacks a compre- hensive and sophisticated measure of HR strength (p. 199; see also Hewett et al., 2018; Sanders et al., 2014). Until a widely recognized
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 147
measure of HR strength at different levels of analysis is developed, it will be difficult to systematically accumulate knowledge on the effects of the ‘how’ of HR practices (Ostroff & Bowen, 2016).
Empirical findings In general, studies show that employee-perceived HR strength is associ- ated with positive employee outcomes such as organizational commit- ment (Farndale & Kelliher, 2013), job satisfaction (Heffernan & Dundon, 2016), vigor (Li et al., 2011), well-being (Baluch, 2017), task performance (Redmond, 2013), creativity (Ehrnrooth & Bjorkman, 2012), organiza- tional citizenship behavior (Frenkel, Restubog, & Bednall, 2012), HR effectiveness (De Winne, Delmotte, Gilbert, & Sels, 2013), and organiza- tional performance (Pereira & Gomes, 2012) while being negatively related to turnover intentions (Li et al., 2011) and negative emotions (Frenkel, Li, et al., 2012). While some studies have identified perceived HR strength as a moder-
ator of relationships between HR practices and outcomes (Bednall & Sanders, 2017; Sanders & Yang, 2016; Sanders et al., 2018), other studies have identified HR strength as an outcome. For instance, Sumelius, Bj€orkman, Ehrnrooth, M€akel€a, and Smale’s (2014) research indicated that employees’ prior experiences of performance appraisal influence their perception of HR strength. They also reported that how employees per- ceive HR strength is influenced by their relationship to managers. In sum, while the work of Bowen and Ostroff (2004, 2016) reflects an
impressive theoretical development that has moved HRM research fur- ther by emphasizing the importance of employees’ understandings of the organizational context, several concerns currently limit research in this area. In particular, the lack of consensus as to the level at which the HR strength construct should be assessed, and the lack of a comprehensive and sophisticated measure(s) of HR strength, hinders progress in the field. Future research needs to focus on building theory around HR strength at the higher (team or organizational) level while developing valid and reliable measures at all levels of analysis. In addition, while some studies have examined HR strength as a moderator, studies exam- ining HR strength as a mediator are virtually nonexistent. As such, researchers need to consider HR strength as a mediator between HR practices and outcomes. Another limitation of research in this area is the lack of knowledge about the determinants of HR strength. Finally, with few exceptions, HR strength research follows a universalistic approach. In a theoretical article, however, Farndale and Sanders (2017) challenge this approach and propose that the effects of employee perceptions of HR strength may depend on the cultural values across nations. Building
148 Y. WANG ET AL.
a contingency perspective, they theorize HR strength could be more effective when aligned with certain cultural values of employees. This issue needs to be theoretically and empirically considered in different cross-national contexts.
The perceived ‘why’ of HR practices
Theoretical underpinnings Employees’ perceived ‘why’ of HR practices refers to their causal explana- tions regarding management’s motivations for implementing particular HR practices (Nishii, Lepak, & Schneider, 2008). The perceived ‘why’ of HR practices is distinctive from the perceived ‘what’ and ‘how’ of HR practices. Specifically, employees with the same perceived HR content and HR strength may disagree with each other about why those HR practices were put into place. In their seminal work, Nishii et al. (2008) propose multiple types of HR attributions. Internal HR attributions involve employees’ beliefs that their company is responsible for its HR decisions. Internal HR attributions can be further divided into those associated with a firm’s business needs and strategies (cost control or quality enhancement) or the firm’s employee-related philosophy (employee-well-being orientation or employee-exploitation orientation). External HR attributions are based on the view that the implementation of HR practices is a result of complying with pressure from outside the company (such as trade unions or labor legislation). This multi-faceted categorization of HR attribution emerged as a dominant framework to conceptualize employees’ interpretation of their company’s motives behind HR practices. An important assumption in this research stream is employees’ personifi-
cation of their organization, which refers to the phenomenon of “anthromorphism”. This phenomenon involves the process of attributing humanlike qualities to nonhuman entities (Epley, Waytz, & Cacioppo, 2007). Through anthromorphism, employees consider their company as a humanlike agent who takes intentional actions (Ashforth, Schinoff, & Brickson, in press). When a company is personified, employees interpret its HR practices in the same way they interpret other people’s behaviors (Coyle- Shapiro & Shore, 2007). Then, HR practices are subject to employees’ attri- butional processes through which employees formulate their interpretation about organization’s motivation(s) to implement such HR practices. Whether employees personify their organization is a matter of debate.
Ashforth et al. (in press) suggest that the anthromorphism is a prevalent phenomenon and has been embraced by several strands of management scholarship such as literature on perceived organizational support,
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 149
psychological contract theory, and employee-employer relationship. If we build on this research, then it would appear that the HR attribution lit- erature is built on a valid assumption. However, Coyle-Shapiro and Shore (2007) warn that employees’ anthromorphism should not be taken for granted. Some employees may find it difficult to anthromorphize their organization due to personal or situational reasons. If this is the case, then the underlying assumption of the HR attribution perspective may have limited validity. We suggest that this assumption needs to be explicitly considered and tested in different organizational environments. In this way, researchers could then determine whether or when employ- ees personify their organization.
Measurement Nishii et al. (2008) developed the most widely used measurement tool in this stream of research. The authors discuss two archetypes: commitment HR attribution, which is composed of service quality enhancing and employee well-being attributions; and control HR attribution, which involves cost-reduction and exploitation. Although most empirical stud- ies directly borrow the Nishii et al. scales to evaluate employee attribu- tion, a few scholars have developed their own measures of HR attributions (e.g. Webster & Beehr, 2013).
Empirical findings Overall, commitment attributions, compared to control attributions, have a more noticeable positive impact on employee behaviors and attitudes (Nishii et al., 2008; Shantz, Arevshatian, Alfes, & Bailey, 2016; Van de Voorde & Beijer, 2015; Webster & Beehr, 2013). For example, research indicates that commitment attributions are positively related to employee commitment to the organization (Fontinha, Chambel, & De Cuyper, 2012) and job satisfaction (Nishii et al., 2008), while control attributions are positively related to work overload and emotional exhaustion (Shantz et al., 2016). Recently, Hewett, Shantz, and Mundy (2019) examine the antecedents of HR attributions, applying attribution theory (Kelley & Michela, 1980) to the influence of information (perceptions of distribu- tive and procedural fairness), beliefs (organizational cynicism), and motivation (perceived relevance) on employees’ interpretation of employ- er’s intent behind a workload model. The results of a study of 347 UK academics show that fairness and cynicism are important for the forma- tion of HR commitment attributions; these factors also interact in such a manner that distributive fairness buffers the negative effect of cynicism.
150 Y. WANG ET AL.
In sum, in comparison to the ‘what’ and ‘how’ of employee percep- tions, research on the ‘why’ is less developed (Sanders, Guest, & Rodrigues, 2017). One area where research is especially needed is the determinants of HR attributions (Hewett et al., 2019). Many studies have identified multiple types of HR attributions and explored their impact on employee outcomes; however, knowledge is limited on how such employ- ees HR attributions are formulated. In addition, we need to develop a more nuanced understanding about the role of culture in employee HR attribution. Some empirical findings across nations appear to contradict each other. For instance, while Nishii et al. (2008) demonstrate that an exploitation attribution has a negative effect on employee and organiza- tional outcomes in the US, in other countries such as China, the Netherlands, and the United Kingdom it has a positive effect (Sanders et al., 2018). Future research is needed to address considerations con- cerning the role of cultural values on the ‘why’ of HR perceptions.
Future directions
Enrich the theories of HR communication
Perhaps most crucially, research on employee perceptions of HR practi- ces reveals that HR practices function as a mechanism of communication between employer and employees. An important direction for future research is to enrich the theoretical grounding of the literature by draw- ing from established theories shown to be useful in understanding the phenomenon of communication and information processing in manager- ial settings, particularly in the areas of information processing, signaling, and sensemaking. Information-processing theory suggests that individuals go through a
series of processes when they seek to understand their surrounding envi- ronments. Individuals first select and organize pieces of information from the environment and then attach their interpretation and judgment to the acquired information (Fiske & Taylor, 1991; Sanders, Yang, & Li, in press). The selection stage involves choosing the cues, signals, and stimuli to which they will pay attention. In the organization stage, indi- viduals assign new information to extant categories familiar to them and group information into meaningful, orderly, and useful sets. In the inter- pretation and judgment stage, individuals translate the organized infor- mation and give it meaning. In other words, individuals make a judgment about a person or event, and about the cause of the behavior. Information processing theory is highly relevant to employee HR per-
ceptions research. The selecting and organizing information stages relate to the pieces of HR information employees choose to recognize (the
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 151
‘what’ of employee perception). Experimental research can provide new insights in how and why employee perceive the same HR practices in an organization differently. In addition to personality factors and the cul- tural value orientations of employees, saliency of different HR practices can play a role. For instance, HR practices related to maternity leave and flexible work can be expected to be more salient for pregnant employees and/or employees with young children. Other employees may not be aware of these HR practices and thus do not perceive them. Future research can examine which HR practices are more salient for which cat- egories of employees and why this is the case. Interpretation and judgment of the perceptions of HR practices
involve attribution processes (Kelley, 1973), and therefore are related to HR strength and HR attributions of employee perceptions of HR practi- ces (the ‘how’ and ‘why’ of employee perceptions). Future research on employee HR perceptions can readily draw from the rich stock of know- ledge in the information processing literature. For example, the moti- vated information processing perspective posits that individuals may see and understand different things depending on their underlying motiva- tions (De Dreu, 2007). This suggests that employee memory and aware- ness of HR content may be biased depending on individuals’ personal needs or other motivations (Sanders et al., in press). The theory of infor- mation processing could inspire researchers to explore the relationship between the ‘what’ aspect of HR perception and the ‘how’ and ‘why’ of HR attributions. This requires more studies that theoretically and empir- ically examine the interrelationship among these three dimensions of HR perceptions. Experimental research can be especially helpful to explore relationships as it can be assumed that perceptions, interpretation and attribution occur simultaneously. Experimental research can help to untangle these relationships. However, information processing theories can be criticized as very descriptive frameworks that do not provide a clear understanding of the different elements and the moderators that influence the relationship between the different elements and outcomes. So, in addition to further theoretical development, experimental research can provide the opportunity to unravel the different elements and learn more about how they influence different employee outcomes. Signaling theory can help us further explain the phenomenon of
employee perceptions of HR practices. Signaling theory concerns ways to reduce information asymmetry between the signaler, or information senders, and information receivers by way of signaling activities (Spence, 2002). The relevance of signaling theory to management research in gen- eral has been recognized with some authors identifying this theory as relevant to HR perception research (Connelly, Certo, Ireland, & Reutzel,
152 Y. WANG ET AL.
2011; Ehrnrooth & Bjorkman, 2012; Bednall, Sanders, & Yang, 2019; Sanders et al., in press). This theory views HR practices as signals sent from managers towards employees. The theories on signals, signal send- ers, and signal receivers can further inspire HR perception research. For instance, future research can explore HR signaling dynamics in relation to different types of signalers, or the ‘who’ of HR perception. In today’s organization, the implementation of HR involves various actors including CEOs, HR professionals, and line managers (Op de Beeck, Wynen, & Hondeghem, 2016). In addition, the popularization of new HR delivery modes such as self-service and shared service is reshaping the sources from which employees receive HR messages (Huang & Martin-Taylor, 2013; Maatman, Bondarouk, & Looise, 2010). Future research may inves- tigate how employees’ attitudes and behaviors could vary depending on employees’ perceptions regarding the senders of HR messages. Future research can also draw from signaling theory when examining
the ‘when’ of HR practices, or the temporal aspect of HR implementation. According to signaling theory, a high level of signal frequency creates sig- nals that are more visible and efficacious (Connelly et al., 2011). This may suggest that the frequency of certain HR practices (for instance, the fre- quency of performance evaluations) may generate more positive employee responses. Signaling theory also suggests that signaler’s choice of timing and duration of signal matters (Connelly et al., 2011). Future research may build on these insights and examine how employees’ HR perceptions are influenced by the temporal aspect of HR implementation in terms of the perceived frequency of HR practice implementation. Finally, researchers can further investigate the nature of HR message
receivers, or the ‘whom’ of HR perception. Signaling theory highlights the role of the receiver in the signaling process. There are two receiver-related signaling processes, receiver attention and receiver interpretation. Receiver attention refers to “the extent to which receivers vigilantly scan the environ- ment for signals” (Connelly et al., 2011, p. 54). Receiver attention is particu- larly essential when signals are weak and inconsistent. Receiver interpretation captures “[T]he processes of translating signals into perceived meaning” (Connelly et al., 2011, p. 54). Receivers have their own agency to interpret noted signals. Therefore, the same signals could be interpreted differently by individual receivers. These insights suggest that the dynamics of HR signal- ing are affected by employees’ attention and interpretation. For instance, employees may pay varied levels of attention to certain HR practices depend- ing on their position, tenure, and employment status. Sensemaking can be defined as “[T]he processes whereby organizational
members translate an organizational event and construct a meaningful explanation for that event” (Greenberg, 1995, p.185). The sensemaking
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 153
literature posits that employees collectively make sense of their organiza- tional lives, which affects their attitudes and behaviors. Research explicitly acknowledges that employee perception and judgment of an organiza- tional event are socially constructed. Therefore, it is not surprising that HR perception research recognizes the usefulness of sensemaking litera- ture. For instance, the “strong HR climate” concept (Bowen & Ostroff, 2004) is directly correlated with employees’ collective sensemaking. The relevance of the sensemaking literature provides opportunities for
future HR perception research. A promising future avenue is to examine the connections between broader institutional environments and employ- ees’ sensemaking in relation to HR practices. Employees’ sensemaking of their organizational practice is deeply affected by how the practice is conceived, legitimated, and categorized in broader societies (Maitlis & Christianson, 2014; Weber & Glynn, 2006). This suggests that future HR perception research can be enriched by drawing from the recent develop- ment of the micro-foundation of institutional theory.
Enlarge the empirical grounds across nations
A notable trend in the literature on employee HR perceptions is the increasing number of studies in non-Western contexts. This expansion in the range of empirical contexts is a welcome phenomenon. Such stud- ies confirm the cross-cultural generalizability of established knowledge on HR perceptions. However, there is a great need for research that explores the possible impact of cultural and institutional environments on the dynamics of employee HR perceptions. There could be meaning- ful cross-cultural differences in the way employees perceive the ‘what’, ‘how’, and ‘why’ of HR practices. Kim and Wright (2011) suggest that employee attributions of HR can vary across social and cultural environ- ments. They argue that the same set of HR practices may stimulate divergent employee attributions in different contexts. Job security policies may lead to varied attributional reactions across nations. In a country with a liberal labor market, where companies have a large scope of dis- cretion in hiring and firing, employees are likely to interpret job security as an expression of an employer’s goodwill, because it is not a legally mandated practice. However, in a country with strong employment pro- tection regulations, employees may interpret job security as an employ- er’s passive action of legal compliance. This difference in attributional processes may help explain why the same practice may lead to conflict- ing outcomes in different countries. Recently, Farndale and Sanders (2017; see also Sanders et al., 2018)
proposed that employee perceptions of the ‘how’ of HR may lead to
154 Y. WANG ET AL.
varied outcomes depending on the national values of cultures and coun- tries. Building on a contingency perspective, they theorize that HR strength could be more effective when it aligns with certain cultural val- ues of employees. It is possible HR strength may have a stronger impact on employee outcomes in a low power distance culture where employees can easily voice their concerns to managers. Future studies that test and extend such ideas on cross-cultural differences are encouraged. A challenge for cross-national examination of employee HR perception
is to make informed choices between emic and etic approaches (Morris, Leung, Ames, & Lickel, 1999). The emic approach takes the perspective of cultural insiders, highlighting the experiences unique to a cultural group. Followers of this method place a high value on qualitative meth- ods such as ethnographic fieldwork to discover the indigenous view of the world. The etic approach takes the view of outsider and often focuses on a slice of human experience that can be legitimately compared across different cultures through standardized measures. Recognizing the differ- ence between emic and etic approaches is especially necessary when the subject of research is related to human cognition and judgment. Because HR perception studies center on employees’ cognitive and sub-
jective experiences, researchers will face unavoidable methodological chal- lenges when they set out to conduct HR perception research across different cultural settings. For instance, many studies of employee HR attri- bution develop their measurement items by directly borrowing from Nishii et al. (2008), which assumes that an external attribution captures union compliance. Such measurement items may have very different meanings in countries with different industrial relations systems, such as China, where the CEO can be a member of a trade union, or European countries, where national regulations dictate many high performance work practices (Paauwe & Boselie, 2003). Therefore, one cannot assume that the measure- ments in Nishii et al. (2008) will capture the same kinds of employee per- ceptions across different national contexts. In fact, Nishii et al. constructed their own measures through a series of processes to come up with context- ually valid items. Future research on employee HR perception will need to follow such an approach rather than uncritically borrow measurements items developed in different empirical contexts. This echoes the suggestion of Hewett et al. (2018) that emphasizes the potential benefits of qualitative inquiry in employee HR perception research.
Enhancing practical relevance
An increasing concern in HR scholarship is the practical relevance of the knowledge contained in the academic literature. Studies reveal a sizable
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 155
gap between the academic community and HR practitioners (Cohen, 2007; Deadrick & Gibson, 2007; Rynes, Giluk, & Brown, 2007; Sanders, van Riemsdijk, & Groen, 2008). Nicolai and Seidl (2010) suggest the practical relevance of management knowledge can take three forms: instrumental relevance, conceptual relevance, and legitimating relevance. Instrumental relevance refers to the capacity of knowledge to solve prac- tical problems at hand. Conceptual relevance provides practitioners theor- etical frameworks with which they can better understand the reality of a workplace. Legitimating relevance is the role of scholastic knowledge as a mechanism to provide legitimacy to a person or a practice in the field. The most frequently used form of practical relevance in management lit- erature is that of conceptual relevance, often expressed in a statement about how the findings in a study can help practitioners better under- stand the unintended consequences of a phenomenon (Nicolai & Seidl, 2010). Similarly, the extant employee HR perceptions literature focuses on
conceptual relevance, helping practitioners better understand which HR practices will work better under what conditions. Many articles include a note in the section on practical implications urging practitioners to rec- ognize the potentially serious negative consequences of poorly managed employee HR perceptions, and vice versa. Kehoe and Wright (2013) warn practitioners that without consistent implementation of HR practi- ces, a well-designed HR system may not produce best-intended out- comes. Yousaf, Sanders, and Yustantio (2018) advise practitioners to understand which HR practices influence employees in the manner intended by management. In the same vein, several studies provide sup- plementary advice such as conducting regular data collection on employ- ees’ HR perceptions (Cooke, Cooper, Bartram, Wang, & Mei, 2019; Fletcher, Alfes, & Robinson, 2018; Liao et al., 2009). In addition to con- ceptual relevance, researchers may claim their findings contain legitimat- ing relevance. For instance, Kilroy, Flood, Bosak, and Chênevert (2017) state that HR professionals can use their findings to build a case for investing in HR and thus overcome the problem of employee burnout. What is missing in the HR perception literature is the issue of instru- mental relevance. For a branch of social science, the limited instrumental relevance may not necessarily be a serious issue (Nicolai & Seidl, 2010). However, demand is increasing for research that provides specific solu- tions to problems field practitioners experience. One way to enhance the instrumental relevance of employee HR per-
ception research is to pay more attention to the drivers of employee HR perceptions. In our review, 82 empirical studies examined the consequen- ces of employee perceptions of HR practices, while only 20 investigated
156 Y. WANG ET AL.
the factors that shape employee perceptions of HR practices (Ang et al., 2013; Ang et al., 2017; Aryee et al., 2012; Bos-Nehles & Meijerink, 2018; Choi, 2019; Chacko & Conway, 2019; Elorza et al., 2011; Elorza et al., 2016; Den Hartog et al., 2013; Heffernan & Dundon, 2016; Hewett et al., 2019; Jensen et al., 2013; Jiang et al., 2017; Li & Frenkel, 2017; Makhecha, Srinivasan, Prabhu, & Mukherji, 2018; Piening, Baluch, & Ridder, 2014; Sumelius, Bj€orkman, Ehrnrooth, M€akel€a, & Smale, 2014; Van de Voorde & Beijer, 2015; Vermeeren, 2014; Webster & Beehr, 2013). The recent review by Hewett et al. (2018) acknowledge the lack of understanding regarding the antecedents of HR perception. Future research could provide more knowledge directly relevant to practitioners by identifying antecedents of employee HR perception that are under the discretion of managerial decisions, such as organizational structure or modern HR information technologies.
Conclusion
Scholars have called for examination of employee perceptions of HR prac- tices so as to uncover the “black box” between HR practices and perform- ance (Bowen & Ostroff, 2004; Den Hartog et al., 2013; Wright & Nishii, 2013). In response, researchers have begun to examine employee percep- tions of HR practices in a systematic and rigorous fashion. We propose that progress can be expedited by enriching the theoretical grounding of research in this area, enlarging the empirical scope to consider, for example, cross-cultural issues, and enhancing practical relevance. We hope this review sparks more studies of employee perceptions of HR practices, with a clear understanding of the multiple aspects of this con- struct and a deeper understanding of the intricacies involved in the for- mulation and evolution of employee perceptions of HR in the workplace.
Disclosure statement
No potential conflict of interest was reported by the authors.
Funding
National Natural Science Foundation of China (No. 71902144) and China Postdoctoral Science Foundation (No. 2019M651594)
ORCID
Ying Wang http://orcid.org/0000-0003-1850-9393 Sunghoon Kim http://orcid.org/0000-0002-4374-9332 Karin Sanders http://orcid.org/0000-0002-0385-1690
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 157
References
Agarwal, P., & Farndale, E. (2017). High-performance work systems and creativity implementation: The role of psychological capital and psychological safety. Human Resource Management Journal, 27(3), 440–458. doi:10.1111/1748-8583.12148
Ahmad, S., & Schroeder, R. G. (2003). The impact of human resource management practices on operational performance: Recognizing country and industry differences. Journal of Operations Management, 21(1), 19–43. doi:10.1016/S0272-6963(02)00056-6
Alfes, K., Shantz, A. D., Bailey, C., Conway, E., Monks, K., & Fu, N. (2019). Perceived human resource system strength and employee reactions toward change: Revisiting human resource’s remit as change agent. Human Resource Management, 58(3), 239–252. doi:10.1002/hrm.21948
Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: A mod- erated mediation model. The International Journal of Human Resource Management, 24(2), 330–351. doi:10.1080/09585192.2012.679950
Alfes, K., Truss, C., Soane, E. C., Rees, C., & Gatenby, M. (2013). The relationship between line manager behaviour, perceived HRM practices, and individual perform- ance: Examining the mediating role of engagement. Human Resource Management, 52(6), 839–859. doi:10.1002/hrm.21512
Allen, T. D. (2001). Family-supportive work environments: The role of organization per- ceptions. Journal of Vocational Behavior, 58(3), 414–435. doi:10.1006/jvbe.2000.1774
Andreeva, T., Sergeeva, A. (2016). The more the better … or is it? The contradictory effects of HR practices on knowledgesharing motivation and behaviour. Human Resource Management Journal, 26(2), 151–171.
Andreeva, T., Vanhala, M., Sergeeva, A., Ritala, P., & Kianto, A. (2017). When the fit between HR practices backfires: Exploring the interaction effects between rewards for and appraisal of knowledge behaviours on innovation. Human Resource Management Journal, 27(2), 209–227. doi:10.1111/1748-8583.12133
Ang, S. H., Bartram, T., McNeil, N., Leggat, S. G., & Stanton, P. (2013). The effects of high-performance work systems on hospital employees’ work attitudes and intention to leave: A multi-level and occupational group analysis. The International Journal of Human Resource Management, 24(16), 3086–3114. doi:10.1080/09585192.2013.775029
Ang, S. H., Cavanagh, J., Southcombe, A., Bartram, T., Marjoribanks, T., & McNeil, N. (2017). Human resource management, social connectedness and health and well-being of older and retired men: The role of Men’s Sheds. The International Journal of Human Resource Management, 28(14), 1986–2016. doi:10.1080/09585192.2015.1088886
Appelbaum, E., Bailey, T., Berg, P., & Kalleberg, A. (2000). Manufacturing advantage: Why high performance work systems pay off. Ithaca, NY: Cornell University Press.
Arthur, J. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal, 37, 670–687. doi:10.5465/256705
Aryee, S., Walumbwa, F. O., Seidu, E. Y., & Otaye, L. E. (2012). Impact of high-perform- ance work systems on individual-and branch-level performance: Test of a multilevel model of intermediate linkages. Journal of Applied Psychology, 97(2), 287–300. doi:10. 1037/a0028116
Ashforth, B. E., Schinoff, B. S., & Brickson, S. (in press). My Company is Friendly,”“Mine’sa Rebel”: Anthropomorphism and shifting organizational identity from “What” to “Who. Academy of Management Review, Epub 2018 Mar 6, doi:10. 5465/amr.2016.0496
158 Y. WANG ET AL.
Bae, J., Chen, S. J., Wan, T. W., Lawler, J., & Walumbwa, F. (2003). Human Resource Strategy and Firm Performance in Pacific Rim Countries. The International Journal of Human Resource Management, 14(8), 1308–1332. doi:10.1080/0958519032000145774
Bae, J., & Lawler, J. (2000). Organizational and HRM strategies in Korea: Impact on firm performance in an emerging economy. Academy of Management Journal, 43, 502–517. doi:10.2307/1556407
Baer, M., Oldham, G. R., & Cummings, A. (2003). Rewarding creativity: When does it really matter? The Leadership Quarterly, 14(4–5), 569–586. doi:10.1016/S1048- 9843(03)00052-3
Baluch, A. M. (2017). Employee perceptions of HRM and well-being in nonprofit organ- isations: Unpacking the unintended. The International Journal of Human Resource Management, 28(14), 1912–1937. doi:10.1080/09585192.2015.1136672
Baluch, A. M., Salge, T. O., & Piening, E. P. (2013). Untangling the relationship between HRM and hospital performance: The mediating role of attitudinal and behavioural HR outcomes. The International Journal of Human Resource Management, 24(16), 3038–3061. doi:10.1080/09585192.2013.775027
Bayazit, Z., & Bayazit, M. (2019). How do flexible work arrangements alleviate work- family-conflict? The roles of flexibility i-deals and familysupportive cultures. The International Journal of Human Resource Management, 30(3), 405–435.
Becker, B., & Huselid, M. (1998). High performance work systems and firm perform- ance: A synthesis of research and managerial implications. Research in Personnel and Human Resource Management, 16, 53–101.
Bednall, T. C., & Sanders, K. (2017). Do opportunities for formal learning stimulate fol- low-up participation in informal learning? A three-wave study. Human Resource Management, 56(5), 803–820. doi:10.1002/hrm.21800
Bednall, T. C., Sanders, K., & Runhaar, P. (2014). Stimulating informal learning activities through perceptions of performance appraisal quality and human resource manage- ment system strength: A two-wave study. Academy of Management Learning & Education, 13, 45–61. doi:10.5465/amle.2012.0162
Bednall, T. C., Sanders, K., & Yang, H. (2019, August). Results of a systematic review and a Meta-analysis of HR strength. Paper presented at the Academy of Management annual meeting, Boston.
Beijer, S., Peccie, R., Van Veldhoven, M., & Paauwe, J. (in press). The turn to employees in the measurement of human resource practices: A critical review and proposed way forward. Human Resource Management Journal. doi:10.1111/1748-8583.12229. Epub 2019 Feb 27.
Binning, J. F., Zaba, A. J., & Whattam, J. C. (1986). Explaining the biasing effects of per- formance cues in terms of cognitive categorization. Academy of Management Journal, 29, 521–535. doi:10.2307/256222
Boon, C. T. (2008). HRM and fit. Survival of the fittest!? (Dissertation). Erasmus University, Rotterdam, The Netherlands.
Boon, C., Den Hartog, D. N., Boselie, P., & Paauwe, J. (2011). The relationship between perceptions of HR practices and employee outcomes: Examining the role of person- organisation and person-job fit. The International Journal of Human Resource Management, 22(1), 138–162. doi:10.1080/09585192.2011.538978
Boon, C., & Kalshoven, K. (2014). How high - commitment HRM relates to engagement and commitment: The moderating role of task proficiency. Human Resource Management, 53(3), 403–420. doi:10.1002/hrm.21569
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 159
Boselie, P., Dietz, G., & Boon, C. (2005). Commonalities and contradictions in HRM and performance research. Human Resource Management Journal, 15(3), 67–94. doi: 10.1111/j.1748-8583.2005.tb00154.x
Boselie, P., Hesselink, M., Paauwe, J., & van der Wiele, T. (2001). Employee perceptions on commitment oriented work systems: Effects on trust and perceived job security. Rotterdam: ERIM. Workpaper. Retrieved from SSRN: https://ssrn.com/abstract= 370862.
Bos-Nehles, A. C., & Meijerink, J. G. (2018). HRM implementation by multiple HRM actors: A social exchange perspective. The International Journal of Human Resource Management, 29(22), 3068–3092. doi:10.1080/09585192.2018.1443958
Bos-Nehles, A. C., & Veenendaal, A. A. (2019). Perceptions of HR practices and innova- tive work behavior: The moderating effect of an innovative climate. The International Journal of Human Resource Management, 30(18), 2661–2683.
Bowen, D. E., & Ostroff, C. (2004). Understanding HRM-firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29, 203–221. doi:10.5465/amr.2004.12736076
Browning, V. (2006). The relationship between HRM practices and service behaviour in South African service organizations. The International Journal of Human Resource Management, 17(7), 1321–1338. doi:10.1080/09585190600756863
Buyens, D., & De Vos, A. (2001). Perceptions of the value of the HR function. Human Resource Management Journal, 11(3), 70–89. doi:10.1111/j.1748-8583.2001.tb00046.x
Cable, D. M., & Edwards, J. R. (2004). Complementary and supplementary fit: A theor- etical and empirical integration. Journal of Applied Psychology, 89(5), 822–834. doi:10. 1037/0021-9010.89.5.822
Cabrera, �A., Collins, W. C., & Salgado, J. (2006). Determinants of individual engagement in knowledge sharing. The International Journal of Human Resource Management, 17(2), 245–264.
Castanheira, F., & Story, J. (2016). Making good things last longer: The role of savoring on the relationship between HRM and positive employee outcomes. Human Resource Management, 55(6), 985–1000. doi:10.1002/hrm.21704
Chacko, S., & Conway, N. (2019). Employee experiences of HRM through daily affective events and their effects on perceived event-signalled HRM system strength, expect- ancy perceptions, and daily work engagement. Human Resource Management Journal, 29(3), 433–450. doi:10.1111/1748-8583.12236
Chang, P. C., & Chen, S. J. (2011). Crossing the level of employee’s performance: HPWS, affective commitment, human capital, and employee job performance in pro- fessional service organizations. The International Journal of Human Resource Management, 22(4), 883–901.
Chen, S. J., Lawler, J., & Bae, J. (2005). Convergence in human resource systems: A com- parison of locally owned and MNC subsidiaries in Taiwan. Human Resource Management, 44(3), 237–256. doi:10.1002/hrm.20069
Chen, Y. Y., Zhang, Y., & Fey, C. F. (2011). When collaborative HR practices may not work well: The moderating role of social capital in the Chinese life insurance indus- try. The International Journal of Human Resource Management, 22(2), 433–456. doi: 10.1080/09585192.2011.540164
Choi, J. H. (2019). What one thinks determines one’s actions: The importance of employees’ perception in implementing HR systems. Asia Pacific Journal of Human Resources, 57(1), 85–102. doi:10.1111/1744-7941.12146
160 Y. WANG ET AL.
Chuang, C., & Liao, H. (2010). Strategic human resource management in service context: Taking care of business by taking care of employees and customers. Personnel Psychology, 63(1), 153–196. doi:10.1111/j.1744-6570.2009.01165.x
Coelho, J. P., Cunha, C. R., Gomes, J. F. S., & Correia, G. A. (2015). Strength of the HRM system: The development of a measure. Journal of Industrial Engineering and Management, 8(4), 1069–1086. doi:10.3926/jiem.1432
Cohen, D. J. (2007). The very separate worlds of academic and practitioner publications in human resource management: Reasons for the divide and concrete solutions for bridging the gap. Academy of Management Journal, 50(5), 1013–1019. doi:10.5465/ amj.2007.27151946
Colquitt, J. A. (2001). On the dimensionality of organizational justice: A construct valid- ation of a measure. Journal of Applied Psychology, 86(3), 386–400. doi:10.1037/0021- 9010.86.3.386
Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology, 59(3), 501–528. doi:10.1111/j.1744-6570.2006.00045.x
Connelly, B. L., Certo, S. T., Ireland, R. D., & Reutzel, C. R. (2011). Signaling theory: A review and assessment. Journal of Management, 37(1), 39–67. doi:10.1177/ 0149206310388419
Conway, E., Fu, N., Monks, K., Alfes, K., & Bailey, C. (2016). Demands or resources? The relationship between HR practices, employee engagement, and emotional exhaus- tion within a hybrid model of employment relations. Human Resource Management, 55(5), 901–917. doi:10.1002/hrm.21691
Conway, E., & Monks, K. (2009). Unravelling the complexities of high commitment: An employee-level analysis. Human Resource Management Journal, 19(2), 140–158. doi: 10.1111/j.1748-8583.2009.00090.x
Cooke, F. L., Cooper, B., Bartram, T., Wang, J., & Mei, H. (2019). Mapping the relation- ships between high-performance work systems, employee resilience and engagement: A study of the banking industry in China. The International Journal of Human Resource Management, 30(8), 1239–1260. doi:10.1080/09585192.2015.1137618
Coyle-Shapiro, J. A., & Shore, L. M. (2007). The employee–organization relationship: Where do we go from here? Human Resource Management Review, 17(2), 166–179. doi:10.1016/j.hrmr.2007.03.008
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900. doi:10.1177/0149206305279602
De Dreu, C. K. (2007). Cooperative outcome interdependence, task reflexivity, and team effectiveness: A motivated information processing perspective. Journal of Applied Psychology, 92(3), 628–638. doi:10.1037/0021-9010.92.3.628
De Winne, S., Delmotte, J., Gilbert, C., & Sels, L. (2013). Comparing and explaining HR department effectiveness assessments: Evidence from line managers and trade union representatives. The International Journal of Human Resource Management, 24(8), 1708–1735. doi:10.1080/09585192.2012.725069
Deadrick, D. L., & Gibson, P. A. (2007). An examination of the research–practice gap in HR: Comparing topics of interest to HR academics and HR professionals. Human Resource Management Review, 17(2), 131–139. doi:10.1016/j.hrmr.2007.03.001
Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39, 802–835. doi:10.5465/256713
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 161
Dello Russo, S., Mascia, D., & Morandi, F. (2018). Individual perceptions of HR practi- ces, HRM strength, and appropriateness of care: A meso, multilevel approach. The International Journal of Human Resource Management, 29(2), 286–310. doi:10.1080/ 09585192.2016.1165276
Delmotte, J., De Winne, S., Gilbert, C., & Sels, L. (2007, November). Comparing line managers and trade union representatives assessments of HRM system strength. Paper presented at Dutch HRM Network Conference, Tilburg.
Delmotte, J., De Winne, S., & Sels, L. (2012). Toward an assessment of perceived HRM system strength: Scale development and validation. The International Journal of Human Resource Management, 23(7), 1481–1506. doi:10.1080/09585192.2011.579921
Den Hartog, D. N., Boon, C., Verburg, R. M., & Croon, M. A. (2013). HRM, communi- cation, satisfaction, and perceived performance: A Cross-Level Test. Journal of Management, 39(6), 1637–1665. doi:10.1177/0149206312440118
Dorenbosch, L., de Reuver, R., & Sanders, K. (2006). Getting the HR message across: The linkage between Line–HR consensus and” commitment strength” among hospital employees. Management Revu, 17(3), 274–291. doi:10.5771/0935-9915-2006-3-274
Dumont, J., Shen, J., & Deng, X. (2017). Effects of green HRM practices on employee workplace green behavior: The role of psychological green climate and employee green values. Human Resource Management, 56(4), 613–627. doi:10.1002/hrm.21792
Edgar, F., & Geare, A. (2005). HRM practice and employee attitudes: Different meas- ures-different results. Personnel Review, 34(5), 534–549. doi:10.1108/ 00483480510612503
Edgar, F., & Geare, A. (2014). An employee-centred analysis: Professionals’ experiences and reactions to HRM. The International Journal of Human Resource Management, 25(5), 673–695. doi:10.1080/09585192.2013.803137
Ehrnrooth, M., & Bjorkman, I. (2012). An Integrative HRM process theorization: Beyond signalling effects and mutual gains. Journal of Management Studies, 49(6), 1109–1135. doi:10.1111/j.1467-6486.2012.01055.x
Elorza, U., Aritzeta, A., & Ayestaran, S. (2011). Exploring the black box in Spanish firms: The effect of the actual and perceived system on employees’ commitment and organisational performance. The International Journal of Human Resource Management, 22(7), 1401–1422. doi:10.1080/09585192.2011.561956
Elorza, U., Harris, C., Aritzeta, A., & Balluerka, N. (2016). The effect of management and employee perspectives of high-performance work systems on employees’ discre- tionary behaviour. Personnel Review, 45(1), 121–141. doi:10.1108/PR-07-2014-0167
Epley, N., Waytz, A., & Cacioppo, J. T. (2007). On seeing human: A three-factor theory of anthropomorphism. Psychological Review, 114(4), 864–886. doi:10.1037/0033-295X. 114.4.864
Farndale, E., Hope-Hailey, V., & Kelliher, C. (2011). High commitment performance management: The roles of justice and trust. Personnel Review, 40(1), 5–23. doi:10. 1108/00483481111095492
Farndale, E., & Kelliher, C. (2013). Implementing performance appraisal: Exploring the employee experience. Human Resource Management, 52(6), 879–897. doi:10.1002/hrm. 21575
Farndale, E., & Sanders, K. (2017). Conceptualizing HRM system strength through a crosscultural lens. The International Journal of Human Resource Management, 28(1), 132–148. doi:10.1080/09585192.2016.1239124
Fiske, S., & Taylor, S. (1991). Social Cognition (2nd ed.). New York: Mcgraw-Hill.
162 Y. WANG ET AL.
Fletcher, L., Alfes, K., & Robinson, D. (2018). The relationship between perceived train- ing and development and employee retention: The mediating role of work attitudes. The International Journal of Human Resource Management, 29(18), 2701–2728. doi:10. 1080/09585192.2016.1262888
Folger, R., & Konovsky, M. A. (1989). Effects of procedural and distributive justice on reactions to pay raise decisions. Academy of Management Journal, 32, 115–130. doi: 10.2307/256422
Fontinha, R., Chambel, M. J., & De Cuyper, N. (2012). HR attributions and the dual commitment of outsourced IT workers. Personnel Review, 41(6), 832–848. doi:10. 1108/00483481211263773
Foss, N. J., Minbaeva, D. B., Pedersen, T., & Reinholt, M. (2009). Encouraging know- ledge sharing among employees: How job design matters. Human Resource Management, 48(6), 871–893. doi:10.1002/hrm.20320
Foss, N. J., Pedersen, T., Reinholt Fosgaard, M., & Stea, D. (2015). Why complementary HRM practices impact performance: The case of rewards, job design, and work cli- mate in a knowledge-sharing context. Human Resource Management, 54(6), 955–976. doi:10.1002/hrm.21649
Frenkel, S. J., & Bednall, T. (2016). How training and promotion opportunities, career expectations, and two dimensions of organizational justice explain discretionary work effort. Human Performance, 29(1), 16–32. doi:10.1080/08959285.2015.1120306
Frenkel, S. J., Li, M., & Restubog, S. L. D. (2012). Management, organisational justice and emotional exhaustion among Chinese migrant workers: Evidence from two man- ufacturing firms. British Journal of Industrial Relations, 50(1), 121–147. doi:10.1111/j. 1467-8543.2011.00858.x
Frenkel, S. J., Restubog, S. L. D., & Bednall, T. (2012). How employee perceptions of HR policy and practice influence discretionary work effort and co-worker assistance: Evidence from two organisations. The International Journal of Human Resource Management, 23(20), 4193–4210. doi:10.1080/09585192.2012.667433
Gellatly, I. R., Hunter, K. H., Currie, L. G., & Irving, P. G. (2009). HRM practices and organizational commitment profiles. The International Journal of Human Resource Management, 20(4), 869–884. doi:10.1080/09585190902770794
Gerhart, B., Wright, P. M., Mahan, G. C., & Snell, S. A. (2000). Measurement error in research on human resources and firm performance: How much error is there and how does it influence effect size estimates? Personnel Psychology, 53(4), 803–834. doi: 10.1111/j.1744-6570.2000.tb02418.x
Gkorezis, P., Georgiou, L., & Theodorou, M. (2018). High-performance work practices and nurses’ intention to leave: The mediating role of organisational cynicism and the moderating role of human resource management-related educational background. The International Journal of Human Resource Management, 29(3), 465–484. doi:10.1080/ 09585192.2016.1255906
Gong, Y., Huang, J. C., & Farh, J. L. (2009). Employee learning orientation, transform- ational leadership, and employee creativity: The mediating role of employee creative self-efficacy. Academy of Management Journal, 52(4), 765–778. doi:10.5465/amj.2009. 43670890
Gould-Williams, J. (2003). The Importance of HR practices and workplace trust in achieving superior performance: A study of public-sector organizations. The International Journal of Human Resource Management, 14(1), 28–54. doi:10.1080/ 09585190210158501
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 163
Gould-Williams, J., & Davies, F. (2005). Using social exchange theory to predict the effects of HRM practice on employee outcomes. Public Management Review, 7(1), 1–24. doi:10.1080/1471903042000339392
Gray, B., Bougon, M. G., & Donnellon, A. (1985). Organisations as constructions and destructions of meaning. Journal of Management, 11(2), 83–98. doi:10.1177/ 014920638501100212
Greenberg, D. N. (1995). Blue versus gray: A metaphor constraining sensemaking around a restructuring. Group & Organization Management, 20, 183–209. doi:10.1177/ 1059601195202007
Guest, D. E. (1999). Human resource management-the workers’ verdict. Human Resource Management Journal, 9(3), 5–25. doi:10.1111/j.1748-8583.1999.tb00200.x
Guest, D. E., & Conway, N. (2002). Communicating the psychological contract: An employer perspective. Human Resource Management Journal, 12(2), 22–38. doi:10. 1111/j.1748-8583.2002.tb00062.x
Hauff, S., Alewell, D., & Hansen, N. (2017). HRM system strength and HRM target achievement: Towards a broader understanding of HRM processes. Human Resource Management, 56(5), 715–729. doi:10.1002/hrm.21798
Heffernan, M., & Dundon, T. (2016). Cross-level effects of high-performance work sys- tems (HPWS) and employee well-being: The mediating effect of organisational justice. Human Resource Management Journal, 26(2), 211–231. doi:10.1111/1748-8583.12095
Herrbach, O., Mignonac, K., Vandenberghe, C., & Negrini, A. (2009). Perceived HRM practices, organisational commitment, and voluntary early retirement among late-car- eer managers. Human Resource Management, 48(6), 895–915. doi:10.1002/hrm.20321
Hewett, R., Shantz, A., & Mundy, J. (2019). Information, beliefs, and morivation: The antecedents to human resource attributions. Journal of Organizational Behavior, 40(5), 570–586.
Hewett, R., Shantz, A., Mundy, J., & Alfes, K. (2018). Attribution theories in Human Resource Management Review research: A review and research agenda. The International Journal of Human Resource Management, 29(1), 87–126. doi:10.1080/ 09585192.2017.1380062
Huang, J., & Martin-Taylor, M. (2013). Turnaround user acceptance in the context of HR self-service technology adoption: An action research approach. The International Journal of Human Resource Management, 24(3), 621–642. doi:10.1080/09585192.2012. 677460
Huselid, M. A. (1995). The impact of human resource management practices on turn- over, productivity, and corporate financial performance. Academy of Management Journal, 38, 635–672. doi:10.2307/256741
Huselid, M. A., & Becker, B. E. (2000). Comment on “Measurement error in research on human resources and firm performance: How much error is there and how does it influence effect size estimates?” by Gerhart, Wright, Mc Mahan, and Snell. Personnel Psychology, 53(4), 835–854. doi:10.1111/j.1744-6570.2000.tb02419.x
Ivancevich, J. M., Konopaske, R., & DeFrank, R. S. (2003). Business travel stress: A model, propositions and managerial implications. Work & Stress, 17, 138–157. doi:10. 1080/713868351
Jensen, M. (2014). Exploring business travel with work-family conflict and the emotional exhaustion component of burnout as outcome variables: The job demands-resources perspective. European Journal of Work and Organizational Psychology, 23(4), 497–510. doi:10.1080/1359432X.2013.787183
164 Y. WANG ET AL.
Jensen, J. M., Patel, P. C., & Messersmith, J. G. (2013). High-performance work systems and job control: Consequences for anxiety, role overload, and turnover intentions. Journal of Management, 39(6), 1699–1724. doi:10.1177/0149206311419663
Jiang, K., Hu, J., Liu, S., & Lepak, D. P. (2017). Understanding employees’ perceptions of human resource practices: Effects of demographic dissimilarity to managers and coworkers. Human Resource Management, 56(1), 69–91. doi:10.1002/hrm.21771
Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource manage- ment influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264–1294. doi:10.5465/amj. 2011.0088
Johnson, E. K. (2000). The practice of human resource management in New Zealand. Asia Pacific Journal of Human Resources, 38(2), 69–83. doi:10.1177/103841110003800206
Kas�e, R., Paauwe, J., & Zupan, N. (2009). HR practices, interpersonal relations, and intrafirm knowledge transfer in knowledge-intensive firms: A social network perspec- tive. Human Resource Management, 48(4), 615–639. doi:10.1002/hrm.20301
Katou, A. A., Budhwar, P. S., & Patel, C. (2014). Content vs. Process in the HRM- Performance Relationship: An Empirical Examination. Human Resource Management, 53(4), 527–544. doi:10.1002/hrm.21606
Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviours. Journal of Management, 39(2), 366–391. doi:10.1177/0149206310365901
Kelley, H. H. (1973). The processes of causal attribution. American Psychologist, 28(2), 107–128. doi:10.1037/h0034225
Kelley, H. H., & Michela, J. L. (1980). Attribution theory and research. Annual Review of Psychology, 31, 457–501. doi:10.1146/annurev.ps.31.020180.002325
Kianto, A., Andreeva, T., & Shi, X. (2011). Knowledge management across the globe - an international survey of KM awareness, spending, practices and performance. In F. Lehner and K. Bredl (Eds), Proceedings of the 12th European Conference on Knowledge Management. Reading: Academic Publishing International.
Kilroy, S., Flood, P. C., Bosak, J., & Chênevert, D. (2016). Perceptions of high-involve- ment work practices and burnout: The mediating role of job demands. Human Resource Management Journal, 26(4), 408–424. doi:10.1111/1748-8583.12112
Kilroy, S., Flood, P. C., Bosak, J., & Chênevert, D. (2017). Perceptions of high-involve- ment work practices, person-organisation fit, and burnout: A time-lagged study of health care employees. Human Resource Management, 56(5), 821–835. doi:10.1002/ hrm.21803
Kim, S., & Wright, P. M. (2011). Putting strategic human resource management in con- text: A contextualized model of high commitment work systems and its implications in China. Management and Organization Review, 7(1), 153–174. doi:10.1111/j.1740- 8784.2010.00185.x
Kinnie, N., Hutchinson, S., Purcell, J., Rayton, B., & Swart, J. (2005). Satisfaction with HR practices and commitment to the organization: Why one size does not fi t all. Human Resource Management Journal, 15(4), 9–29. doi:10.1111/j.1748-8583.2005.tb00293.x
Knies, E., & Leisink, P. (2014). Linking people management and extra-role behaviour: Results of a longitudinal study. Human Resource Management Journal, 24(1), 57–76. doi:10.1111/1748-8583.12023
Knight-Turvey, N. (2004, December). High commitment work practices and employee commitment to the organisation: The mediating role of psychological empowerment.
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 165
Paper Presented at the 18th Australian and New Zealand Academy of Management Conference, NZ.
Kooij, D. T., & Boon, C. (2018). Perceptions of HR practices, person–organisation fit, and affective commitment: The moderating role of career stage. Human Resource Management Journal, 28(1), 61–75. doi:10.1111/1748-8583.12164
Kooij, D. T., Jansen, P. G., Dikkers, J. S., & De Lange, A. H. (2010). The influence of age on the associations between HR practices and both affective commitment and job satisfaction: A meta-analysis. Journal of Organizational Behavior, 31(8), 1111–1136. doi:10.1002/job.666
Koster, F. (2011). Able, willing, and knowing: The effects of HR practices on commit- ment and effort in 26 European countries. The International Journal of Human Resource Management, 22(14), 2835–2851. doi:10.1080/09585192.2011.599946
Kroon, B., van de Voorde, K., & van Veldhoven, M. (2009). Cross-level effects of high performance work practices on burnout: Two counteracting mediating mechanisms compared. Personnel Review, 38(5), 509–525. doi:10.1108/00483480910978027
Kuvaas, B. (2008). An exploration of how the employee-organisation relationship affects the linkage between perception of developmental human resource practices and employee outcomes. Journal of Management Studies, 45, 1–25. doi:10.1111/j.1467- 6486.2007.00710.x
Kuvaas, B., & Dysvik, A. (2009). Perceived investment in employee development, intrin- sic motivation and work performance. Human Resource Management Journal, 19(3), 217–236. doi:10.1111/j.1748-8583.2009.00103.x
Lawler, E., Mohrman, S., & Ledford, G. (1995). Creating high performance organizations: Practices and results of employee involvement and total quality management in fortune 1000 companies. San Francisco, CA: Jossey-Bass.
Lee, C. H., & Bruvold, N. T. (2003). Creating value for employees: Investment in employee development. The International Journal of Human Resource Management, 14(6), 981–1000. doi:10.1080/0958519032000106173
Lepak, D. P., & Snell, S. A. (2002). Examining the human resource architecture: The relationships among human capital, employment, and human resource configurations. Journal of Management, 28(4), 517–543. doi:10.1177/014920630202800403
Leung, A., Foo, M. D., & Chaturvedi, S. (2013). Imprinting Effects of Founding Core Teams on HR Values in New Ventures. Entrepreneurship Theory and Practice, 37(1), 87–106. doi:10.1111/j.1540-6520.2012.00532.x
Li, F., Deng, H., Leung, K., & Zhao, Y. (2017). Is perceived creativity-reward contin- gency good for creativity? The role of challenge and threat appraisals. Human Resource Management, 56(4), 693–709. doi:10.1002/hrm.21795
Li, X., & Frenkel, S. (2017). Where hukou status matters: Analyzing the linkage between supervisor perceptions of HR practices and employee work engagement. The International Journal of Human Resource Management, 28(17), 2375–2402. doi:10. 1080/09585192.2015.1137613
Li, X., Frenkel, S. J., & Sanders, K. (2011). Strategic HRM as process: How HR system and organisational climate strength influence Chinese employee attitudes. The International Journal of Human Resource Management, 22(9), 1825–1842. doi:10.1080/ 09585192.2011.573965
Li, Y., Wang, M., Van Jaarsveld, D. D., Lee, G. K., & Ma, D. G. (2018). From employee- experienced high-involvement work system to innovation: An emergence-based human resource management framework. Academy of Management Journal, 61(5), 2000–2019. doi:10.5465/amj.2015.1101
166 Y. WANG ET AL.
Liao, H., Toya, K., Lepak, D. P., & Hong, Y. (2009). Do They See Eye to Eye? Management and employee perspectives of high-performance work systems and influ- ence processes on service quality. Journal of Applied Psychology, 94(2), 371–391. doi: 10.1037/a0013504
Liu, D., Gong, Y., Zhou, J., & Huang, J. C. (2017). Human resource systems, employee creativity, and firm innovation: The moderating role of firm ownership. Academy of Management Journal, 60(3), 1164–1188. doi:10.5465/amj.2015.0230
Lord, R. G., Binning, J. F., Rush, M. C., & Thomas, J. C. (1978). The effect of perform- ance cues and leader behavior on questionnaire ratings of leadership behavior. Organizational Behavior and Human Performance, 21(1), 27–39. doi:10.1016/0030- 5073(78)90036-3
Ma, S., Silva, M. G., Callan, V. J., & Trigo, V. (2016). Control and commitment HR practices, job satisfaction and turnover intentions: A comparison between local and multinational firms in China. The International Journal of Human Resource Management, 27(9), 974–990. doi:10.1080/09585192.2015.1052535
Maatman, M., Bondarouk, T., & Looise, J. K. (2010). Conceptualising the capabilities and value creation of HRM shared service models. Human Resource Management Review, 20(4), 327–339. doi:10.1016/j.hrmr.2010.02.001
Macky, K., & Boxall, P. (2007). The relationship between ‘high-performance work practi- ces’ and employee attitudes: An investigation of additive and interaction effects. The International Journal of Human Resource Management, 18(4), 537–567. doi:10.1080/ 09585190601178745
Macky, K., & Boxall, P. (2008). High-involvement work processes, work intensification and employee well-being: A study of New Zealand worker experiences. Asia Pacific Journal of Human Resources, 46(1), 38–55. doi:10.1177/1038411107086542.
Maden, C. (2015). Linking high involvement human resource practices to employee pro- activity: The role of work engagement and learning goal orientation. Personnel Review, 44(5), 720–738. doi:10.1108/PR-01-2014-0030
Maitlis, S., & Christianson, M. (2014). Sensemaking in organizations: Taking stock and moving forward. Academy of Management Annals, 8(1), 57–125. doi:10.5465/ 19416520.2014.873177
M€akel€a, L., & Kinnunen, U. (2018). International business travelers’ psychological well- being: The role of supportive HR practices. The International Journal of Human Resource Management, 29(7), 1285–1306. doi:10.1080/09585192.2016.1194872
Makhecha, U., Srinivasan, V., Prabhu, G. U., & Mukherji, S. (2018). Multi-level gaps: A study of intended, actual and experienced human resource practices in a hypermarket chain in India. The International Journal of Human Resource Management, 29(2), 360–398. doi:10.1080/09585192.2015.1126336
Maurer, T. J., & Tarulli, B. A. (1994). Investigation of perceived environment, perceived outcome, and person variables in relationship to voluntary development activity by employees. Journal of Applied Psychology, 79(1), 3–14. doi:10.1037//0021-9010.79.1.3
Meyer, J. P., & Smith, C. A. (2009). HRM practices and organizational commitment: Test of a mediation model. Canadian Journal of Administrative Sciences / Revue Canadienne Des Sciences de L’administration, 17(4), 319–331. doi:10.1111/j.1936-4490. 2000.tb00231.x
Mischel, W. (1973). Toward a cognitive social learning reconceptualization of personal- ity. Psychological Review, 80(4), 252–283. doi:10.1037/h0035002
Mohr, R. D., & Zoghi, C. X. (2008). High-involvement work design and job satisfaction. Industrial & Labor Relations Review, 61, 275–296. doi:10.1177/001979390806100301
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 167
Monks, K., Conway, E., Fu, N., Bailey, K., Kelly, G., & Hannon, E. (2016). Enhancing knowledge exchange and combination through HR practices: Reflexivity as a transla- tion process. Human Resource Management Journal, 26(3), 304–320. doi:10.1111/ 1748-8583.12108
Morris, M. W., Leung, K., Ames, D., & Lickel, B. (1999). Views from inside and outside: Integrating emic and etic insights about culture and justice judgment. Academy of Management Review, 24(4), 781–796. doi:10.5465/amr.1999.2553253
Nicolai, A., & Seidl, D. (2010). That’s relevant! Different forms of practical relevance in management science. Organization Studies, 31(9-10), 1257–1285. doi:10.1177/ 0170840610374401
Nishii, L. H., Lepak, D. P., & Schneider, B. (2008). Employee attributions of the “why” of HR practices: Their effects on employee attitudes and behaviours, and customer satis- faction. Personnel Psychology, 61(3), 503–545. doi:10.1111/j.1744-6570.2008.00121.x
Op de Beeck, S., Wynen, J., & Hondeghem, A. (2016). HRM implementation by line managers: Explaining the discrepancy in HR-line perceptions of HR devolution. The International Journal of Human Resource Management, 27(17), 1901–1919. doi:10. 1080/09585192.2015.1088562
Ostroff, C., & Bowen, D. E. (2000). Moving HR to a higher level: HR practices and organizational effectiveness. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel the- ory, research, and methods in organizations: Foundations, extensions, and new direc- tions (pp. 211–266). San Francisco, CA: Jossey-Bass.
Ostroff, C., & Bowen, D. E. (2016). Reflections on the 2014 decade award: Is there strength in the construct of HR system strength? Academy of Management Review, 41(2), 196–214. doi:10.5465/amr.2015.0323
Paauwe, J., & Boselie, P. (2003). Challenging ‘strategic HRM’and the relevance of the institutional setting. Human Resource Management Journal, 13(3), 56–70. doi:10.1111/ j.1748-8583.2003.tb00098.x
Pereira, C. M., & Gomes, J. F. (2012). The strength of human resource practices and transformational leadership: Impact on organisational performance. The International Journal of Human Resource Management, 23(20), 4301–4318. doi:10.1080/09585192. 2012.667434
Peters, P., Poutsma, E., van der Heijden, B., Bakker, A. B., & de Bruijn, T. (2014). Enjoying New Ways to Work: An HRM-Process Approach to Study Flow. Human Resource Management, 53(2), 271–290. doi:10.1002/hrm.21588
Pfeffer, J. (1994). Competitive advantage through people. California Management Review, 36(2), 9–28. doi:10.2307/41165742
Pfeffer, J. (1998). The human equation: Building profits by putting people first. Boston, MA: Harvard Business School Press.
Piening, E. P., Baluch, A. M., & Ridder, H. G. (2014). Mind the intended - implemented gap: Understanding employees’ perceptions of HRM. Human Resource Management, 53(4), 545–567. doi:10.1002/hrm.21605
Piening, E. P., Baluch, A. M., & Salge, T. O. (2013). The relationship between employees’ perceptions of human resource systems and organisational performance: Examining mediating mechanisms and temporal dynamics. Journal of Applied Psychology, 98(6), 926–947. doi:10.1037/a0033925
Porter, L. W., Pearce, J. L., Tripoli, A. M., and Lewis, K. M. (1998). Differential Perceptions of Employers’ Inducements: Implications for Psychological Contracts. Journal of Organizational Behavior, 19, 769–782. doi:10.1002/(SICI)1099-1379(1998) 19:1+<769::AID-JOB968>3.0.CO;2-1
168 Y. WANG ET AL.
Prieto, I., & Santana, M. P. (2012). Building ambidexterity: The role of human resource practices in the performance of firms from Spain. Human Resource Management, 51(2), 189–211. doi:10.1002/hrm.21463
Redmond, E. (2013). Compentency models at work: The value of perceived relevance and fair rewards for employee outcomes. Human Resource Management, 52(5), 771–792. doi:10.1002/hrm.21560
Riordan, C. M., Vandenberg, R. J., & Richardson, H. E. (2005). Employee involvement climate and organizational effectiveness. Human Resource Management, 44(4), 471–488. doi:10.1002/hrm.20085
Robinson, D., Hooker, H., & Hayday, S. (2007). Engagement: The continuing story. Report 447. Brighton: Institute for Employment Studies.
Rousseau, D. M. (1995). Psychological contracts in organizations: Understanding written and unwritten agreements. Thousand Oaks, CA: Sage Publications.
Rousseau, D. M., & Tijoriwala, S. A. (1998). Assessing psychological contracts: Issues, alternatives, and measures. Journal of Organizational Behavior, 19(S1), 679–685.
Ryan, A. M., & Schmit, M. J. (1996). An assessment of organizational climate and P-E Fit: A tool for organizational change. The International Journal of Organizational Analysis, 4(1), 75–95. doi:10.1108/eb028842
Rynes, S. L., Giluk, T. L., & Brown, K. G. (2007). The very separate worlds of academic and practitioner periodicals in human resource management: Implications for evi- dence-based management. Academy of Management Journal, 50(5), 987–1008. doi:10. 5465/amj.2007.27151939
Sanders, K., Dorenbosch, L., & de Reuver, R. (2008). The impact of individual and shared employee perceptions of HRM on affective commitment - Considering climate strength. Personnel Review, 37(4), 412–425. doi:10.1108/00483480810877589
Sanders, K., Guest, D., & Rodrigues, R. (2017). The Role of HR Attributions in the Relationship Between HRM and Outcomes. Human Resource Management Journal, Special Issue Call for papers.
Sanders, K., Jorgensen, F., Shipton, H., van Rossenberg, Y., Cunha, R., Li, X., … Dysvik, A. (2018). Performance-based rewards and innovative behaviors. Human Resource Management, 57(6), 1455–1468. doi:10.1002/hrm.21918
Sanders, K., Shipton, H., & Gomes, J. F. (2014). Guest editors’ introduction: Is the HRM process important? Past, current, and future challenges. Human Resource Management, 53(4), 489–503. doi:10.1002/hrm.21644
Sanders, K., van Riemsdijk, M., & Groen, B. (2008). The gap between research and prac- tice: A replication study on the HR professionals’ beliefs about effective human resource practices. The International Journal of Human Resource Management, 19(10), 1976–1988. doi:10.1080/09585190802324304
Sanders, K., & Van der Ven, F. (2004). De rollen van Ulrich in de praktijk: verschillen tussen groepen actoren binnen een organisatie. Tijdschrift Voor HRM, 6, 37–56.
Sanders, K., & Yang, H. (2016). The HRM Process Approach: The influence of employ- ees’ attribution to explain the HRM-Performance relationship. Human Resource Management, 55(2), 201–217. doi:10.1002/hrm.21661
Sanders, K., Yang, H., & Li, X. (in press). Quality enhancement or cost reduction? The influ- ence of high-performance work systems and power distance orientation on employee human resource attributions. The International Journal of Human Resource Management.
Schneider, B., White, S. S., & Paul, M. C. (1998). Linking service climate and customer perceptions of service quality: Tests of a causal model. Journal of Applied Psychology, 83(2), 150–163. doi:10.1037//0021-9010.83.2.150
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 169
Schopman, L. M., Kalshoven, K., & Boon, C. (2017). When health care workers perceive high-commitment HRM will they be motivated to continue working in health care? It may depend on their supervisor and intrinsic motivation. The International Journal of Human Resource Management, 28(4), 657–677. doi:10.1080/09585192.2015.1109534
Schuster, F. E. (1982). A tool for evaluating and controlling the management of human resources. Personnel Administrator, 27(10), 63–67.
Searle, R., Den Hartog, D. N., Weibel, A., Gillespie, N., Six, F., Hatzakis, T., & Skinner, D. (2011). Trust in the employer: The role of high-involvement work practices and procedural justice in European organizations. The International Journal of Human Resource Management, 22(5), 1069–1092. doi:10.1080/09585192.2011.556782
Shantz, A., Arevshatian, L., Alfes, K., & Bailey, C. (2016). The effect of HRM attributions on emotional exhaustion and the mediating roles of job involvement and work over- load. Human Resource Management Journal, 26(2), 172–191. doi:10.1111/1748-8583. 12096
Shen, J., & Leggett, C. (2014). The effects of hukou (official household residential status) on perceived human resource management practices and organizational justice in China. Personnel Review, 43(2), 168–183. doi:10.1108/PR-07-2012-0118
Shih, H. A., Chiang, Y. H., & Hsu, C. C. (2010). High involvement work system, work–- family conflict, and expatriate performance–examining Taiwanese expatriates in China. The International Journal of Human Resource Management, 21(11), 2013–2030. doi:10.1080/09585192.2010.505101
Shondrick, S. J., Dinh, J. E., & Lord, R. G. (2010). Developments in implicit leadership theory and cognitive science: Applications to improving measurement and under- standing alternatives to hierarchical leadership. The Leadership Quarterly, 21(6), 959–978. doi:10.1016/j.leaqua.2010.10.004
Skarlicki, D., Folger, R., & Tesluk, P. (1999). Personality as a moderator in the relation- ship between fairness and retaliation. Academy of Management Journal, 42, 100–108. doi:10.2307/256877
Solberg, E., & Dysvik, A. (2016). Employees’ perceptions of HR investment and their efforts to remain internally employable: Testing the exchange-based mechanisms of the ‘new psychological contract. The International Journal of Human Resource Management, 27(9), 909–927.
Spector, P. E. (1985). Measurement of human-service staff satisfaction-Development of the job-satisfaction survey. American Journal of Community Psychology, 13(6), 693–713. doi:10.1007/BF00929796
Spence, M. (2002). Signaling in retrospect and the informational structure of markets. American Economic Review, 92(3), 434–459. doi:10.1257/00028280260136200
Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38, 1442–1465. doi: 10.5465/256865
Stirpe, L., Trullen, J., & Bonache, J. (2013). Factors helping the HR function gain greater acceptance for its proposals and innovations: Evidence from Spain. The International Journal of Human Resource Management, 24(20), 3794–3811. doi:10.1080/09585192. 2013.778320
Sumelius, J., Bj€orkman, I., Ehrnrooth, M., M€akel€a, K., & Smale, A. (2014). What deter- mines employee perceptions of HRM process features? The case of performance appraisal in MNC subsidiaries. Human Resource Management, 53(4), 569–592. doi:10. 1002/hrm.21604
170 Y. WANG ET AL.
Sun, L.-Y., Aryee, S., & Law, K. S. (2007). High-performance human resource practices, citizenship behaviour, and organisational performance: A relational perspective. Academy of Management Journal, 50(3), 558–577. doi:10.5465/amj.2007.25525821
Sweeney, P. D., & McFarlin, D. B. (1993). Workers’ evaluations of the ends and the- means: An examination of four models of distributive and procedural justice. Organizational Behavior and Human Decision Processes, 55(1), 23–40. doi:10.1006/ obhd.1993.1022
Takeuchi, R., Lepak, D. P., Wang, H., & Takeuchi, K. (2007). An empirical examination of the mechanisms mediating between high-performance work systems and the per- formance of Japanese organisations. Journal of Applied Psychology, 92(4), 1069–1083. doi:10.1037/0021-9010.92.4.1069
Takeuchi, N., & Takeuchi, T. (2013). Committed to the organization or the job? Effects of perceived HRM practices on employees’ behavioral outcomes in the Japanese healthcare industry. The International Journal of Human Resource Management, 24(11), 2089–2106. doi:10.1080/09585192.2013.767059
Tremblay, M., Cloutier, J., Simard, G., Chênevert, D., & Vandenberghe, C. (2010). The role of HRM practices, procedural justice, organisational support and trust in organ- isational commitment and in-role and extra-role performance. The International Journal of Human Resource Management, 21(3), 405–433. doi:10.1080/ 09585190903549056
Truss, C. (1999). Soft and hard models of human resource management. In L. Gratton, V. Hope-Hailey, P. Stiles, & C. Truss (Eds.), Strategic human resource management: Corporate rhetoric and human reality (pp. 40–58). Oxford, UK: Oxford University Press.
Tsui, A. S., & Wang, D. (2002). Employment relationships from the employer’s perspec- tive: Current research and future directions. International Review of Industrial and Organizational Psychology, 17, 77–114.
Tyler, T. R., & Lind, E. A. (1992). A relationalmodel of authority in groups. In M. Zanna (Ed.), Advances in experimental social psychology. New York: Academic Press.
Ulrich, D. (1997). Human Resource Champions: The Next Agenda for Adding Values and Delivery Results. Boston, MA: Harvard Business School Press.
Van de Voorde, K., & Beijer, S. (2015). The role of employee HR attributions in the relationship between high-performance work systems and employee outcomes. Human Resource Management Journal, 25(1), 62–78. doi:10.1111/1748-8583.12062
van Veldhoven, M., & Meijman, T. F. (1994). Het meten van psychosociale arbeidsbelast- ing met een vragenlijst: de vragenlijst beleving en beoordeling van de arbeid (VBBA). Amsterdam: NIA.
Vandenberg, R. J., Richardson, H. A., & Eastman, L. J. (1999). The impact of high involvement work processes on organisational effectiveness: A second order latent variable approach. Group & Organization Management, 24(3), 300–339. doi:10.1177/ 1059601199243004
Veld, M., & Alfes, K. (2017). HRM, climate and employee well-being: Comparing an optimistic and critical perspective. The International Journal of Human Resource Management, 28(16), 2299–2318. doi:10.1080/09585192.2017.1314313
Veld, M., Paauwe, J., & Boselie, P. (2010). HRM and strategic climates in hospitals: Does the message come across at the ward level? Human Resource Management Journal, 20(4), 339–356. doi:10.1111/j.1748-8583.2010.00139.x
Vermeeren, B. (2014). Variability in HRM implementation among line managers and its effect on performance: A 2-1-2 mediational multilevel approach. The International
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 171
Journal of Human Resource Management, 25(22), 3039–3059. doi:10.1080/09585192. 2014.934891
Way, S. A. (2002). High performance work systems and intermediate indicators of firm performance within the US small business sector. Journal of Management, 28, 765–785. doi:10.1177/014920630202800604
Wayne, S. J., Shore, L. M., & Liden, R. C. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40, 82–111. doi:10.2307/257021
Weber, K., & Glynn, M. A. (2006). Making sense with institutions: Context, thought and action in Karl Weick’s theory. Organization Studies, 27(11), 1639–1660. doi:10.1177/ 0170840606068343
Webster, J. R., & Beehr, T. A. (2013). Antecedents and outcomes of employee percep- tions of intra-organisational mobility channels. Journal of Organisational Behaviour, 34, 919–941.
Wehner, M., Giardini, A., & Kabst, R. (2015). Recruitment process outsourcing and applicant reactions: When does image make a difference? Human Resource Management, 54(6), 851–875. doi:10.1002/hrm.21640
Welch, D., & Worm, V. (2006). International business travelers: A challenge for IHRM. In G. Stahl & I. Bj€orkman (Eds.), Handbook of research in international human resource management (pp. 284–301). London: Edward Elgar.
Wood, S., & Albanese, M. T. (1995). Can we speak of a high commitment management on the shop floor? Journal of Management Studies, 32(2), 215–248. doi:10.1111/j.1467- 6486.1995.tb00341.x
Wright, P. M., Gardner, T. M., Moynihan, L. M., & Allen, M. R. (2005). The Relationship Between HR Practices and Firm Performance: Examining Causal Order. Personnel Psychology, 58(2), 409–446. doi:10.1111/j.1744-6570.2005.00487.x
Wright, P. M., McMahan, G. C., Snell, S. A., & Gerhart, B. (2001). Comparing line and HR executives’ perceptions of HR effectiveness: Services, roles, and contributions. Human Resource Management, 40(2), 111–123. doi:10.1002/hrm.1002.abs
Wright, P. M., & Nishii, L. H. (2013). HRM and performance: The role of effective implementation. J. Paauwe, d. Guest, & P. Wright (Eds.), HRM, & performance. Achievements, & challenges. Chichester, United Kingdom: John Wiley & Sons.
Wu, W. L., Hsu, B. F. and Yeh, R. S. (2007). Fostering the determinants of knowledge transfer: a team-level analysis. Journal of Information Science, 33(3), 326–339.
Yamamoto, H. (2013). The relationship between employees’ perceptions of human resource management and their retention: From the viewpoint of attitudes toward job-specialties. The International Journal of Human Resource Management, 24(4), 747–767. doi:10.1080/09585192.2012.697478
Yanadori, Y., & Van Jaarsveld, D. D. (2014). The relationships of informal high per- formance work practices to job satisfaction and workplace profitability. Industrial Relations: A Journal of Economy and Society, 53, 501–534. doi:10.1111/irel.12066
Yang, Y. C. (2012). High-involvement human resource practices, affective commitment, and organizational citizenship. The Service Industries Journal, 32(8), 1209–1227. doi: 10.1080/02642069.2010.545875
Yousaf, A., Sanders, K., & Yustantio, Y. (2018). High commitment HRM and organisa- tional and occupational turnover intentions: The role of organisational and occupa- tional commitment. The International Journal of Human Resource Management, 29(10), 1661–1682. doi:10.1080/09585192.2016.1256905
172 Y. WANG ET AL.
Zacharatos, A., Barling, J., & Iverson, R. D. (2005). High-performance work systems and occupational safety. The Journal of Applied Psychology, 90(1), 77–93. doi:10.1037/ 0021-9010.90.1.77
Zatzick, C. D., & Iverson, R. D. (2006). High-involvement management and workforce reduction: Competitive advantage or disadvantage. Academy of Management Journal, 49(5), 999–1015. doi:10.5465/amj.2006.22798180
THE INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 173
- Abstract
- Methods
- Common assumptions in employee HR perception research
- The perceived ‘what’ of HR practices
- Theoretical underpinning
- Measurement
- Major findings
- The perceived ‘how’ of HR practices
- Theoretical underpinnings
- Measurement
- Empirical findings
- The perceived ‘why’ of HR practices
- Theoretical underpinnings
- Measurement
- Empirical findings
- Future directions
- Enrich the theories of HR communication
- Enlarge the empirical grounds across nations
- Enhancing practical relevance
- Conclusion
- Disclosure statement
- References
