HR Practice Saliency: How Does it Drive Employee Outcomes?

Abstract

This paper introduces the construct of human resource (HR) practice saliency as a key moderating variable in the relationship between HR practices and employee outcomes. We propose that HR practice saliency can help provide an explanation for the variability in the effects of HR practices on employee outcomes. Specifically, we argue that HR practice saliency assessments themselves and also in interaction with employee satisfaction with HR practices influence the nature of the relationship between HR practices and psychological climate, which, in turn, influences employee outcomes. Implications for HR literature and practice are offered.