Perceptions Of HRM Research Articles

Failing to Serve the Frontlines: Nurses’ Perceptions of HRM in the Midst of a Crisis

Failing to Serve the Frontlines: Nurses’ Perceptions of HRM in the Midst of a Crisis

Unravelling the Threads: The Dynamics of HR Implementation and Employee Perceptions of HRM

Unravelling the Threads: The Dynamics of HR Implementation and Employee Perceptions of HRM

High‐commitment HRM, organizational engagement, and deviant workplace behaviors: The moderating role of person‐organization fit

AbstractThis study examines the relationship between perceptions of high‐commitment HRM, person‐organization (P‐O) fit, organizational engagement, and deviant workplace behaviors. Drawing on social exchange theory (SET) and P‐O fit theory, a mediated moderation model is proposed in which P‐O fit moderates the relationship between high‐commitment HRM and organizational engagement, which, in turn, relates to deviant behaviors. Using two multilevel multisource datasets, from a shipping management company (Study 1) and an international seaport (Study 2), the results of generalized multilevel structural equation modeling (GSEM) revealed that the relationship between high‐commitment HRM and deviant behaviors was mediated by organizational engagement. Furthermore, a significant indirect relationship was found from high‐commitment HRM perceptions to deviant behaviors through organizational engagement for low, but not for high, P‐O fit. Theoretical and practical implications are discussed.

The Role of Line-Managers and Co-workers in Employee Perceptions of HRM

Strategic human resource management (SHRM) research has shown that employees’ perceived human resource (HR) practices, rather than the implemented HR practices as rated by managers, have a larger influence on employees’ behavior and outcomes. This highlights the importance of studying employee perceptions of HR practices. However, despite the acknowledgment given to employees as key recipients of HRM, we still have a limited understanding of what factors explain and influence employee perceptions of HRM. Accordingly, the papers in this symposium aim to shed light on (a) the role of coworkers in influencing employee perceptions of HRM, and (b) the role of line-managers in influencing employee perceptions of HRM. Collectively the papers suggest that coworkers and line-managers play an important role in how employees experience HR practices. Stories they Tell: Understanding Co-workers as Sculptors of Employee Perceptions of HRM Practices Presenter: Sargam Garg; California State U. Sacramento Line-Managers and Employee Perceptions of High Performance Work Systems: A Psychometric Analysis Presenter: Jianmin Sun; School of Labor and Human Resources, Renmin U. of China Presenter: Lu Xing; Hunan U. Antecedents of Employee Perceptions of HR Practices and its Impact on Affective Commitment Presenter: Aneeqa Suhail; Human Resource Studies, Tilburg U. Presenter: Cecil Meeusen; KU Leuven, Centre for Sociological Research (CeSO) Presenter: Trui Steen; KU Leuven Faculty of Social Sciences Presenter: Jeske Van Beurden; Tilburg U. Do Managers and Employees See Eye to Eye? The Relation between HR Perceptions and Employee Outcomes Presenter: Jeske Van Beurden; Tilburg U. Presenter: Karina Van De Voorde; Tilburg U. Presenter: Marc Van Veldhoven; Tilburg U. Presenter: Kaifeng Jiang; Ohio State U.

Employee Perceptions of HRM and its Relationship with Employee Well- Being and Performance

Thus far, the empirical evidence about the role of employees in the relationship between HRM and employee and organizational outcomes shows that it is the perception of employees regarding the HR practices, rather than the implemented HR practices as rated by managers, that influences employees’ behavior and outcomes. Despite the importance given to employees as key recipients of HRM, we still have a limited understanding of how employee perceptions of HR practices need to be understood, what factors explain employee perceptions of HR practices, and how employee perceptions of HRM influence employee well-being and performance. Accordingly, the papers in this symposium aim to shed light on (a) the conceptualization of employee perceptions of HRM in SHRM literature, (b) the role of employees in influencing their own perceptions of HRM, and (c) the (dynamic) processes through which employee perceptions of HRM impact employee well-being and team effectiveness. The Employee Perspective on HR Practices: A Systematic Literature Review, Integration, and Outlook Presenter: Jeske Van Beurden; Tilburg U. Presenter: Karina Van De Voorde; Tilburg U. Presenter: Marc Van Veldhoven; Tilburg U. Impression Management and Employee Perceptions of HR Practices Presenter: Sargam Garg; California State U. Sacramento Unpacking Causal Complexity in the HRM-Employee Well-Being Relationship Presenter: Chidiebere Ogbonnaya; U. of Sussex Business School Presenter: Peter Gahan; U. of Melbourne Presenter: Michelle Chin Chin Lee; Sunway U. Collective Perceptions of HR Practices and the Implications for Team Well-Being and Performance Presenter: Kerstin Alfes; ESCP Business School Presenter: Argyro Avgoustaki; ESCP Business School Presenter: Nils Fürstenberg; ESCP Business School Presenter: Adrian Ritz; U. of Bern Presenter: Veronique Tran; ESCP Business School

The employee perspective on HR practices: A systematic literature review, integration and outlook

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.

How Do Leader–Member Interactions Influence the HRM–Performance Relationship? A Multiple Exchange Perspective

ABSTRACT Recently, the strategic human resource management literature has witnessed a burgeoning interest in examining individual perceptions of HRM. However, this line of research primarily focuses on unlocking mediating processes through which experienced HR practices affect outcomes. Here, we extend the current discourse by investigating how the quality of relationship with first-line managers (FLMs) interacts with individual’s experienced high-performance work systems (HPWS) in explaining variance in such individual outcomes as task performance and knowledge sharing. Analyses of 160 dyadic data demonstrated that individual–level HPWS is positively associated with both performance measures. More conspicuously, we found that the effects of HPWS on employee outcomes become weaker under the condition of high LMX and interactional justice. We discuss the implications of our findings.

HRM Perceptions on MBA Graduates ‘Employability Competencies (Matching Importance and Performance)

HRM Perceptions on MBA Graduates ‘Employability Competencies (Matching Importance and Performance)

고몰입 인적자원관리의 동기부여 효과와 조직몰입의 매개역할

고몰입 인적자원관리의 동기부여 효과와 조직몰입의 매개역할

Juxtaposition of Organizational Competitive Factors and Performance Evaluation in Conjunction with Their Implications for HRM in MNCs: Part Two, Statistical Correlation Analysis within the Polish Findings

AbstractObjective – The main goal of the paper is to determine whether there are any identifiable patterns of HRM perceptions and practices when the factors recognized as the companies’ competitive advantages and results of their performance outcomes are juxtaposed in conjunction with their implications for HRM.Methodology – The research was conducted in five Central and Eastern (CE) countries. The data collected from this region is used to provide a broader comparative context (descriptive statistics) as presented in the earlier article in this volume. This second part provides a more detail correlational analyses conducted on the data coming exclusively from local subsidiaries of MNCs operating in Poland.Findings - In Poland the higher the appraisal of the quality of workforce and the quality of management as the competitive factors at the same time, the higher the level of decentralization. The correlation analysis in the scope of particular areas of performance evaluation and the ratings of critical subfunctions of HR in Poland allow to identify some general patterns.Value added – The research has certain theoretical significance because its results provide some knowledge about the specificity of HRM in local subsidiaries of MNCs operating CE, and particularly exemplifying some regularities within HRM appearing in Poland. Furthermore, it identifies some patterns of HRM perceptions and practices at the local level of MNCs both in CE and Poland, and especially when the factors recognized as competitive advantages of local subsidiaries and the results of performance evaluations of these subsidiaries are reported in conjunction with their implications for HRM. All this makes an empirical contribution to knowledge about SIHRM in MNCs.

Juxtaposition of Organizational Competitive Factors and Performance Evaluation in Conjunction with Their Implications for HRM in MNCs: Part One, Contextual Review and Comparison of Central European and Polish Findings

AbstractObjective – The main goal of the paper is to determine whether there are any identifiable patterns of HRM perceptions and practices when the factors recognized as the companies’ competitive advantages and results of their performance outcomes are juxtaposed in conjunction with their implications for HRM.Methodology – The research was conducted in five Central European (CE) countries. The data collected from this region is used to assess the comparative context (descriptive statistics) for more detail correlational analyses conducted on the data coming exclusively from local subsidiaries of multinational corporations (MNCs) operating in Poland. This Polish data analysis is presented in a second article published in this volume.Findings - The average values of performance evaluations gain slightly better scores in Poland than in CE. The HQ of MNCs exert less influence on HRM practices at the local level in Poland than an average of the overall CE region.Value added – The research has theoretical significance because its results provide new evidence about the specificity of HRM in local subsidiaries of MNCs operating in the CE region. Furthermore, it identifies some patterns of HRM perceptions and practices at the local level of MNCs both in CE and Poland, and especially when the factors recognized as competitive advantages of local subsidiaries. The results of performance evaluations of these subsidiaries are juxtaposed in conjunction with their implications for HRM. All this makes a real and specific contribution to knowledge about strategic international HRM in MNCs.

How do employee perceptions of HRM relate to performance? A meta-analysis of mediating mechanisms

A substantial body of research has examined how employee perceptions of HRM systems relate to employee performance. Although relying on a variety of measures to examine perceived HRM systems, exist...

How and when service-oriented high-performance work systems foster employee service performance

PurposeThe purpose of this paper is to investigate how and when service-oriented high-performance work systems (HPWS) impact employees’ service performance.Design/methodology/approachSurvey data was obtained from 568 frontline service employees and their supervisors across 92 branches of a large bank in China. The hypotheses were tested with hierarchical linear modeling.FindingsThe results suggested that service-oriented HPWS affected employee service performance via its simultaneous impact on employees’ service ability, customer orientation, and service climate perception. Moreover, the indirect effects of HPWS on service performance via service ability and customer orientation were significant only when service-oriented HPWS consensus was high.Practical implicationsTo elicit employees’ provision of excellent service, organizations should invest in service-oriented HRM practices to improve all of their service ability, customer orientation, and service climate perception, making them able to, willing to, and having the chance to perform high-quality service performance. Organizations should also pay attention to the variability in employees’ HRM perceptions within the same group.Originality/valueThe research contributes to the extant literature by presenting a more complete understanding of how service-oriented HPWS elicits employee service performance, and when this HPWS is and is not effective.

Employee perceptions of HRM and well-being in nonprofit organizations: unpacking the unintended

Adopting a process-based HRM lens, this study addresses how nonprofit workers perceive their HR practices and the ways in which these perceptions of HRM impact their well-being. Drawing on a multiple case study of eight social services NPOs in the UK, the impact of the employment relationship on the psychological, social and physical dimensions of well-being is examined in this climate of austerity. The findings highlight the increasing precariousness of this employment relationship alongside relatively weak HR systems characterized by low consistency and consensus, leading to variation in the interpretation and application of HR practices at the level of line managers and the front line. Moreover, the analysis shows how these divergent perceptions among HR system features manifest themselves in unintended consequences. By examining employee perceptions of HR practices, this study contributes to ongoing debates on why nonprofit employees perceive HRM in unintended ways and why HR practices may fail to bring about their intended effects.

'Oh, the places you won't go as an LGBT expat!' A study of HRM's duty of care to lesbian, gay, bisexual and transgender expatriates in dangerous locations

This paper examines lesbian, gay, bisexual and transgender (LGBT) expatriates' perceptions of HRM's duty of care for their well-being and safety in dangerous geographical locations. We use respondent data from 13 LGBT expatriates to examine both perceptions of, and the 'lived experience' in relation to, duty of care for LGBT expatriates. Using global talent management as a conceptual lens to frame the study, findings demonstrate that the 'comfort factor' is more important than the legal status of LGBT people in a particular host country when assessing the risk to LGBT expatriates in dangerous locations. While LGBT may be legally accepted, the social norms of the local culture are perceived as a more legitimate assessment of the threat to be expected in terms of discrimination and negative homophobic attention. Implications are outlined for selecting, training and preparing LGBT expatriates for deployment to dangerous locations.

Perceptions of HRM and their effect on dimensions of innovative work behaviour: Evidence from a manufacturing firm

Perceptions of HRM and their effect on dimensions of innovative work behaviour: Evidence from a manufacturing firm

Mind the Intended-Implemented Gap: Understanding Employees’ Perceptions of HRM

HRM research suggests that differences between the organization’s intended HR practices and employees’ experiences of HRM are essential to understanding employees’ attitudes and behaviors and, thus...

The impact of individual and shared employee perceptions of HRM on affective commitment

PurposeThe purpose of this paper is to answer the question of whether individual perceptions of an HRM system – distinctiveness, consistency and consensus – and shared perceptions of HRM (climate strength) are positively related to affective commitment in the organization. In addition, the paper examines if climate strength has a mediating effect in the relationship between the individual perceptions of an HRM system and affective commitment.Design/methodology/approachA survey study with data from 671 employees, 67 line‐managers and 32 HR‐managers within four hospitals was used.FindingsResults of two‐level analyses (department, employee) showed that the perception of distinctiveness, consistency and climate strength, as expected are positively related to affective commitment. Instead of a mediating effect of climate strength a moderator effect was found: the relationship between consistency and affective commitment is stronger when climate strength is high.Research limitations/implicationsThe study offers researchers some recommendations to focus on the process of HRM (in terms of distinctiveness, consistency and consensus), and on the importance of shared perceptions within a department.Originality/valueThis study shows the impact of aspects of the process of HRM on the individual level, and shared perceptions of high commitment HRM on the department level on affective commitment of employees.

Developments in human resource management in Iran

This paper identifies and examines a number of features that has influenced the development of HRM in Iran, with particular reference to national factors and organizational strategies. We begin by detailing the Iranian context with reference to the relevant literature, then set out our aims and objectives and outline our methodology. In presenting our findings, we consider perceptions of HRM, the HR challenges organizations face and the implementation of HR practices. In doing so, we compare and contrast responses from managers employed in both public and private sector Iranian organizations, and those working in MNCs. This enables us to specify those factors which appear to influence the differential development of HRM in Iran.

Lost in translation: exploring the link between HRM and performance in healthcare

Using data collected in 2004 from 132 Victorian (Australia) public healthcare providers, comprising metropolitan and regional hospital networks, rural hospitals and community health centres, we investigated the perceptions of HRM from the experiences of chief executive officers, HR directors and other senior managers. We found some evidence that managers in healthcare organisations reported different perceptions of strategic HRM and a limited focus on collection and linking of HR performance data with organisational performance management processes. Using multiple moderator regression and multivariate analysis of variance, significant differences were found in perceptions of strategic HRM and HR priorities between chief executive officers, HR directors and other senior managers in the large organisations. This suggested that the strategic human management paradigm is ‘lost in translation’, particularly in large organisations, and consequently opportunities to understand and develop the link between people management practices and improved organisational outcomes may be missed. There is some support for the relationship between strategic HRM and improved organisational outcomes. Implications of these findings are drawn for managerial practice.