HRM, Communication, Satisfaction, and Perceived Performance

Abstract

Employee perceptions of HR practices are often assumed to play an important mediating role in the relationship between HR systems and HR outcomes. In a multisource, multilevel study of 2,063 employees and 449 managers in 119 branches of a single large firm, the authors tested how managers' perceptions of the HR practices implemented in the unit relate to employee perceptions of these HR practices. The authors' main aim is to explore managers' communication quality as a moderator of the relationship between manager-rated and employee-rated HR practices. They also tested whether perceived human resource management (HRM) perceptions in turn relate to perceived unit performance and satisfaction. Multilevel structural equation modeling analyses showed that HRM perceptions mediated the relationship between implemented HRM and both satisfaction and unit performance and that communication moderated the relationship between manager-rated and employee-rated HRM. These findings contribute to scholars' understanding of how HRM affects employee-related outcomes.

Conceptualising the future of HRM and technology research

“…Given that one of the defining aspects of HRM was that it was meant to be strategic, it is not clear what the addition of the trendy word 'strategy' added, but it certainly emphasised a focus on the central boxes, HRM policy choices and immediate effects, defined as outcomes in terms of economic value (productivity and efficiency) for the owners of the business. Within a decade this had led to a whole stream of research testing the link between HRM and success in terms of short-term economic measures of firm performance (see Den Hartog, Boon, Verburg, & Croon, 2013;Nishii, Lepak, & Schneider, 2008;Paauwe, Guest, & Wright, 2013).…”

High Performance Human Resource Practices, Identification with Organizational Values and Goals, and Service-Oriented Organizational Citizenship Behavior: A Review of Literature and Proposed Model

“…For example, selective hiring refers to the rigor of hiring as indicated by applications per vacancy (Fiorito, Bozeman, Young, & Meurs, 2007). Communication refers to the activities that provide employees with sufficient and useful information about their work(Den Hartog, Boon, Verburg, & Croon, 2013). Appraisal refers to the evaluation and feedback process about employees' performance based on some predetermined organizational standards (Tsui, Pearce, Porter, & Tripoli, 1997).…”

“…Specifically, communication in the organization refers to the activities that provide employees with sufficient and useful information about their work (Den Hartog et al, 2013). According to Lawler (1986), communication represents one of the easiest ways to foster involvement among employees.…”

Implementing HRM Systems: The Role of Employees' Co-Production Behavior and HRM Attributions

“…Driven by the fact that these employee perceptions are associated with higher employee satisfaction (Macky & Boxall, 2007), affective commitment (Gilbert, De Winne, & Sels, 2011;Kehoe & Wright, 2013) and performance (Ayree, Walumbwa, Seidu, & Otaye, 2012;Kehoe & Wright, 2013), existing studies have sought to explain why employees differ in their reports of HRM systems. This stream of literature has suggested, mostly through the use of the process model of Nishii and Wright (2008), that employee experiences of HRM systems follow from the intended and actual HRM practices enacted by managers (Den Hartog, Boon, Verburg, & Croon, 2013;Jensen, Patel, & Messersmith, 2012;Liao et al, 2009). …”

“…This omission has been attributed to the dominant assumption in strategic HRM literature that (1) managers determine which HRM practices are implemented and (2) employees are passive recipients of HRM (Keegan & Boselie, 2006;Lepak & Boswell, 2012). This assumption becomes best explicit in studies that exclusively examine managerial attributes such as their knowledge and skills (Kuvaas, Dysvik, & Buch, 2014), transformational leadership (Vermeeren, in press) or reports of HRM practice usage (Den Hartog et al, 2013;Liao et al, 2009) to explain employee perceptions of HRM systems. Remarkably however, those same studies find that the majority (up to 90%) of the variability in HRM perceptions resides on the employee level.…”