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Abstract
With the growing number of studies investigating employee perceptions of HR practices, the field of SHRM is challenged with monitoring how cumulative insights develop. This paper presents a systematic review on employee perceptions of HR practices in terms of 1) how they are examined (as an antecedent, mediator, or outcome), 2) the theoretical perspectives that explain this construct, and 3) the type of conceptualizations of employee perceptions of HRM that have been used in the extant SHRM research. The findings illustrate how scattered current approaches are in terms of how employee perceptions of HRM have been examined. In addition, a range of theoretical frameworks that advocate and support the employee perspective on HRM have been used, showing that a single perspective on employee perceptions of HRM seems infeasible. Finally, a variety of descriptive and evaluative conceptualizations have been used. Recommendations and avenues for future research to gain a more comprehensive understanding of employee perceptions of HRM are provided.
Highlights
Using the SHRM process model (Nishii & Wright, 2008), researchers within the field of SHRM describe the process of the development, implementation, and perceptions of helpful for (HR) policies and practices, from different stakeholders, and how these work towards organizational performance
This paper presents a systematic review on employee perceptions of HR practices in terms of 1) how they are examined, 2) the theoretical perspectives that explain this construct, and 3) the type of conceptualizations of employee perceptions of HRM that have been used in the extant SHRM research
But goes beyond Beijer et al (2019), by paying attention to, the conceptualization of employee perceptions of HRM, and to how employee perceptions of HRM can serve as an antecedent, mediator, or outcome in SHRM research, and we map the theoretical perspectives used to explain this construct in the extant HRM research
Summary
Using the SHRM process model (Nishii & Wright, 2008), researchers within the field of SHRM describe the process of the development, implementation, and perceptions of HR policies and practices, from different stakeholders, and how these work towards organizational performance. Based on the work of Bowen and Ostroff (2004) and Nishii and Wright (2008), the role of employees when investigating these relationships has received increasing attention, i.e. 40% of the studies in the last four years included employee perceptions of HR practices when studying the relationship between HRM and performance (Beijer et al, 2019). This has resulted in a wide range of conceptual models in which employee perceptions of HR practices have been researched (Wang et al, 2020). It is important and timely to review progress and to identify areas for improvement in the application of the employee perspective in HR research
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