The HRM Process Approach: The Influence of Employees’ Attribution to Explain the HRM‐Performance Relationship



Sanders, Karin and Yang, Huadong ORCID: 0000-0002-8935-941X
(2016) The HRM Process Approach: The Influence of Employees’ Attribution to Explain the HRM‐Performance Relationship. HUMAN RESOURCE MANAGEMENT, 55 (2). 201 - 217.

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Abstract

In an experimental study and a field study, we studied whether high‐commitment human resource management (HC‐HRM) is more effective when employees can make sense of HRM (attribute HRM to management). In the experimental study (n = 354), employees’ HC‐HRM perceptions were evoked by a management case, and their attributions were manipulated with an information pattern based on the three dimensions of the covariation principle of the attribution theory: distinctiveness, consistency, and consensus. As expected, the results showed that the effect of HC‐HRM on affective organizational commitment was stronger when employees understood HRM as was intended by management. This experimental finding was confirmed in a cross‐level field study (n = 639 employees within 42 organizations): the relationship between HC‐HRM, on one hand, and affective organizational commitment and innovative behavior, on the other hand, was stronger under the condition that employees could make sense of HRM. © 2015 Wiley Periodicals, Inc.

Item Type: Article
Uncontrolled Keywords: commitment, HR measurement issues, innovation, research methods and design, research design, strategic HR
Depositing User: Symplectic Admin
Date Deposited: 08 Apr 2016 09:30
Last Modified: 06 May 2021 01:11
DOI: 10.1002/hrm.21661
Related URLs:
URI: https://livrepository.liverpool.ac.uk/id/eprint/3000348