An Interpersonal Perspective on HR Attributions: Examining the Role of Line Managers, Coworkers, and Similarity in Work-Related Motivations.

Susanne Beijer,Karina Van De Voorde,Maria Tims

doi:10.3389/fpsyg.2019.01509

Susanne Beijer, Karina Van De Voorde + Show 1 more

Open Access

https://doi.org/10.3389/fpsyg.2019.01509

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Abstract

Given that various studies have linked Human Resource (HR) attributions to important individual and organizational outcomes, the question that arises is what causes these HR attributions. By taking an interpersonal perspective it is examined how employees both individually as well as collectively interpret HR practices. Based on social information processing theory this study among 87 line manager–employee–coworker triads shows that line managers affect HR attributions of employees, and that employees also mutually influence each other’s HR attributions. This mutual influence process between coworkers is strengthened by similarity in work-related motivations. Our findings support the proposition that employees’ social environment at work, particularly their line manager and coworker, matters in HR attribution processes. This stresses the importance of considering the social environment at work to more fully understand the factors that shape employees’ understandings of HR practices.

Highlights

A substantial body of research has focused on understanding the relationship between Human Resource (HR) practices and employee and organizational outcomes (e.g., Jiang et al, 2012; Van de Voorde et al, 2012; Guest, 2017)
While previous studies have shown that employees’ interpretations of why HR practices are used can have important effects on outcomes, we study whether line manager reports of why HR practices are implemented are predictive of HR attributions by employees
In order to assess more directly whether similarity in work motivations plays a role in this relationship as suggested by Jiang et al (2017), we examine the role of workrelated motivations in understanding the mutual influence of HR attributions between coworkers

Summary

Introduction

A substantial body of research has focused on understanding the relationship between Human Resource (HR) practices and employee and organizational outcomes (e.g., Jiang et al, 2012; Van de Voorde et al, 2012; Guest, 2017). As part of the attempt to gain a better understanding of the mechanisms through which HR practices affect outcomes, there has been a growing focus on how employees attribute meanings to the HR practices that are adopted in the organization (e.g., Guest, 1999; Bowen and Ostroff, 2004; Purcell and Hutchinson, 2007; Nishii and Wright, 2008). An important stream of research in this respect is focused on the relationship between HR attributions and attitudinal and behavioral outcomes (Nishii et al, 2008; Fontinha et al, 2012; Hewett et al, 2018).

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