An Exploration of How the Employee–Organization Relationship Affects the Linkage Between Perception of Developmental Human Resource Practices and Employee Outcomes*

Abstract

The purpose of the present study was to examine whether and how the quality of the employee-organization relationship (EOR) influences the relationship between employee perception of developmental human resource (HR) practices and employee outcomes. Analyses of 593 employees representing 64 local savings banks in Norway showed that four indicators of the EOR (perceived organizational support, affective organizational commitment, and procedural and interactional justice) moderated the relationship between perception of developmental HR practices and individual work performance. A strong and direct negative relationship was found between perception of developmental HR practices and turnover intention, but perceived procedural and interactional justice moderated this linkage. No support was found for a mediating role of the EOR indicators in the relationship between perception of developmental HR practices and employee outcomes. Implications and directions for future research are discussed.

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

“…Two such attitudinal variables that have been explored in the extant literature are organisational commitment and job satisfaction. For instance, Kehoe and Wright (in press) found that affective organisational commitment partially mediated the relationship between perceived HRM and OCB and fully mediated the relationship between perceived HRM and turnover intentions, whereas Kuvaas (2008) failed to find support for affective commitment as a mediator in the relationship between perceptions of developmental HRM practices and turnover intentions. Similarly, while Nishii et al's (2008) model suggests that job satisfaction may mediate the relationship between employees' attribution of HRM practices and OCB, the authors did not specifically test for it, whereas Allen et al (2003) found that the mediating effect of commitment on the link between perceived HRM and turnover intentions was stronger, relative to the mediating effect of job satisfaction.…”

“…Although several studies have examined POS, commitment and job satisfaction as mediating variables in the link between HRM and individual behaviours, the results of these studies have been mixed (e. g. Allen, Shore and Griffeth, 2003, Kuvaas, 2008, Snape and Redman, 2010). The present study proposes an alternative mediator, namely, employee engagement.…”

“…Recently, findings have emerged which suggest that POS and LMX are distinct and pivotal variables in explaining the relationship between HRM practices and employee outcomes (Kuvaas, 2008, Kuvaas andDysvik, 2010). In this study, we build upon this collection of studies to explore the moderating effect of POS and LMX on the relationship between employee engagement and OCB and turnover intentions.…”

“…Individual differences in the perceptions of and reactions to an organisation's HRM practices stem from a range of factors such as past experience, values and beliefs or individual expectations (Den Hartog, Boselie and Paauwe, 2004). Hence, the same HRM system can be interpreted in different or even contrary ways, and it is individuals' perceptions of this system that are most relevant to individual level attitudinal and behavioural outcomes (Guest, 1999, Gerhart, Wright, McMahan and Snell, 2000, Gratton and Truss, 2003, Gerhart, 2005, Conway and Monks, 2008, Kuvaas, 2008. Whilst a wide range of studies have examined how single HRM practices such as selection, training or performance management influence individual level behaviours (for an overview see Boswell, 2002, Boselie, Dietz andBoon, 2005), more recently researchers have argued that HRM practices and strategies need to be considered holistically rather than as individual practices to assess their impact on employee outcomes Mohamed, 2010, Snape andRedman, 2010).…”

Missing in Action: Strategic Human Resource Management in German Nonprofits

“…Even though the theoretical link between performance and employee perceptions of HR practices may be clear (Kuvaas, 2008;Truss, 2001), in practice however, organizations often either lack information on their employees' perceptions or do not incorporate this information in their HR practices (Nishii et al, 2008). This research focuses on HR practices as perceived by employees and HR managers in free welfare associations (FWAs) in Germany, the main provider of social and health care services (Zimmer et al, 2004).…”