Human Resource Management Systems and Attachment Styles: A Multi-Level Conceptual Model

Abstract

The purpose of this paper is to develop a multi-level conceptual model outlining the interplay between human resource management and leader-follower adult attachment styles. The paper aims to further elucidate the HR systems-firm performance relationship by theorizing relational mediating mechanisms, namely the interplay between leader and follower attachment styles. We focus specifically on relationship-oriented HR systems, defined as synergized HR practices required to help employees build interpersonal relationships, and offer propositions about their role in activating leaders’ individual-level attachment style and followers’ group-level attachment style. Further, we theorize an indirect relationship between a leader’s contextually-activated attachment style and followers’ group attachment style through LMX exchange, meaning the quality of relationship between leader and followers. Drawing on social contagion theory, we posit the dispersion of group attachment as a collective mechanism. Finally, the role of discretionary work behaviors, including positive behaviors such as organizational citizenship behavior (OCB) and detrimental behaviors such as counter-productive work behaviors (CWB) are considered in predicting followers’ unit-level performance outcomes. Theoretical and practical implications, as well as the avenues for future research, are discussed.