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The HRM Process Approach: The Influence of Employees' Attribution to Explain the HRM-Performance Relationship.
- Source :
- Human Resource Management; Mar/Apr2016, Vol. 55 Issue 2, p201-217, 17p
- Publication Year :
- 2016
-
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. [ABSTRACT FROM AUTHOR]
- Subjects :
- ATTRIBUTION (Social psychology)
CHI-squared test
STATISTICAL correlation
EMPLOYEE attitudes
FACTOR analysis
INDUSTRIAL relations
MANIPULATIVE behavior
CASE studies
PERSONNEL management
QUESTIONNAIRES
REGRESSION analysis
STATISTICAL sampling
SCALE analysis (Psychology)
THEORY
FIELD research
CROSS-sectional method
DATA analysis software
DESCRIPTIVE statistics
Subjects
Details
- Language :
- English
- ISSN :
- 00904848
- Volume :
- 55
- Issue :
- 2
- Database :
- Complementary Index
- Journal :
- Human Resource Management
- Publication Type :
- Academic Journal
- Accession number :
- 113486604
- Full Text :
- https://doi.org/10.1002/hrm.21661