How Manager-Employee LTO Similarity and Employee CQ influence the Link of Their HR Perceptions

Abstract

While scholars have examined the effects of employees’ perception of HR practices on employee outcomes, research on the antecedents of these perceptions is rare. In this paper, we identified line managers’ perceptions of HR practices as one antecedent of employees’ perceptions of HR practices. In addition, we identified two moderators of this relationship: similarity between managers’ and employees’ long-term orientation and employees’ cultural intelligence. Data from 287 employees and 41 line managers in 17 Chinese state-owned enterprises were collected. Results of cross-level modeling provided support for a positive main effect of managers’ perceptions of HR practices on employees’ perceptions of HR practices. In addition, the similarity between employees’ and managers’ long-term orientation strengthened the relationship between managers’ and employees’ perceptions of HR practices. Results also revealed that long-term orientation similarity more strongly augmented the positive relationship between managers’ and employees’ perceptions of HR practices for employees with high cultural intelligence. Discussion focuses on the further identification of factors that shape the relationship between managers’ and employees’ perceptions of HR practices.