Perceptions of HRM: When do we differ in perceptions? When is it meaningful to assess such differences?

Abstract

Human resource (HR) process research is shifting away from (only) manager reports of HRM, and increasingly focusses on employees’ perceptions of HRM practices. This chapter concentrates on perceptions of HRM and, particularly, considers the meaning of differences in perceptions. Differences in perceptions are usually thought of as measurement error that should be reduced or eliminated, however, the difference in how people perceive and attach meaning to HRM is key to further understanding of the HR process. This chapter unpacks the different ways perceptions may differ, distinguishing difference in perceptions within groups (between employees or between managers) and between groups (employees versus managers). Subsequently, the conceptual meaning of difference in perceptions of the ‘what’, ‘how’ and ‘why’ of HRM is discussed, resulting in nine types of difference in perceptions. The chapter provides an overview of potential causes and consequences of each of these nine types and concludes with an agenda for future research.