Abstract
This study explores how congruence between managers’ and employees’ perceptions of HR practices affects employees’ well-being. Cross-level polynomial regression and response surface analysis on data from 283 manager-employee dyads revealed that employees’ well-being was maximized when managers’ and employees’ perceptions of HR practices were congruent and was undermined when managers’ and employees’ perceptions were incongruent. In addition, employees’ well-being was higher when managers’ and employees’ perceptions of HR practices were congruent for high commitment HR practices rather than congruent for low commitment HR practices. Employees’ well-being also was lower when their managers (rather than employees) perceived higher commitment HR practices than when employees (rather than managers) perceived higher commitment HR practices.
Published Version
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