Scholars are directing more attention to employee perceptions of human resources (HR) practices and have explored issues such as whether and how employees’ idiosyncratic or collective perceptions of HR practices shape employee outcomes. To further this area of research, we seek to determine 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 monolithic concept. Rather, following previous scholars, we identify three distinct components of employee perceptions of HR practices: the ‘what’, ‘how’, and ‘why’. We critically summarize extant literature on these three components of employee HR perception and propose future research directions, including enriching the theoretical foundations of HR communication, embracing cross-national contexts, and enhancing practical relevance.
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International Journal of Human Resource Management
Human resource (HR) scholars argue that employees perform better when their perceptions of HR practices are consistent with those of their managers. However, few studies have examined the circumstances under which employees are likely to develop consistent perceptions of HR practices as their managers. Drawing on social information processing theory, we investigate the relationship between managers’ and employees’ perceptions of HR practices and explore the factors that moderate this relationship. Cross-level analyses of data from 380 employees matched to 32 department managers in 23 Chinese state-owned enterprises reveal a positive relationship between managers’ and employees’ perceptions of HR practices. This relationship is stronger when managers and employees report similar levels of power distance, long-term orientation, and collectivism. In addition, the moderating effect of long-term orientation similarity is stronger for employees with a high level of cognitive cultural intelligence.
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Psychology Research and Behavior Management
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The International Journal of Human Resource Management
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There is no doubt that attribution theories have made their mark in social psychology and other related disciplines, but their application and extension to the field of HRs is in its infancy. Indeed, HR scholars have recently realized that understanding the process by which individuals explain the causes of behaviors and events provides insight into a host of HR-related issues. In our review of 65 papers, we identified three research streams with different foci – those that focused on HR system strength, on attributions that influence judgements and behaviors within functional HRM domains, and on the attributions employees make of the intent of HR practices. Notably, despite shared foundations, these three streams of literature rarely overlap. We summarize and provide theoretical and empirical directions for future research within each research area to help steer courses in these areas. Importantly, we also draw connections among the three streams to inspire future research to stretch the bounds of current theorizing on attributions in the field of HR.
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While discussion of workplace commitment is not quite new, the (public) Management, HR and Organization behavior literature has largely been about commitment on the employee side. Less so on how organizations express their commitment to their employees, and particularly on the role public managers therein. In line with the exchange theory, workplace commitment may be conceive as an exchange of commitments: a perspective rarely adopted in the literature. Using a qualitative methodology, this study aims to dive into the very practices set up by public sector managers to secure their collaborators' loyalty. The 8 managers and 11 employees theoretically sampled, work within hybrid organizations (public corporations, education, health sector etc.), where the culture combines public and private management values and practices. Our analyses of the digitally recorded and transcribed interviews provide insights on organizations' commitment to their employees, thus complementing previ.
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PurposeThe purpose of this paper is to develop a conceptual model drawing together and integrating research from employment relations (ER), human resource management (HRM) and organizational behaviour (OB) to identify how high-performance work systems (HPWS) encourage voice behaviour.Design/methodology/approachThe authors identify shortcomings in research on the relationship between HPWS practices and employee voice behaviour, attributable to the disparate conceptualization of voice across management disciplines. The authors then present a conceptual model using the ability, motivation and opportunity (AMO) framework to theorize how the ER climate influences the design of the HPWS and subsequently how the HPWS encourages voice behaviour. Practical implications and recommendations for future studies are provided.FindingsThe mutual gains ER climate will influence the design of the HPWS; in turn the HPWS' practices will influence line manager AMO to manage voice and the employees&#.
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The International Journal of Human Resource Management
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Human Resource Management Journal
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