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

Abstract

Purpose -The 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/approach -A survey study with data from 671 employees, 67 line-managers and 32 HR-managers within four hospitals was used. Findings -Results 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/implications -The 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/value -This 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.

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

“…In line with this research, this study adopts an approach to HRM that devotes attention to the process -as opposed to the content of HR practices-through which employees interpret and gain a sense of the behaviors that are expected and rewarded in an organization (Bowen and Ostroff, 2004;Ehrnrooth and Björkman, 2012;Li, Frenkel and Sanders, 2011;Sanders, Dorenbosch and De Reuver, 2008). A growing body of work has begun to unpack how organizations achieve a shared understanding of HRM among employees with a specific focus on the implementation and usage of HRM (Alvesson and Kärreman 2007;Den Hartog et al, 2013;Khilji and Wang, 2006).…”

Crossing the streams: HRM in multinational enterprises and comparative HRM

“…Significantly, the process approach emphasises the need for HRM research that crosses levels of analysis, and incorporates the perspectives of other stakeholders than owners and shareholders (Beer, Boselie, & Brewster, 2015;Nishii, Lepak, & Schneider, 2008;Sanders & Yang, in press;Sanders, Dorenbosch, & de Reuver, 2008;. There have also been calls for actor-centric research into who the key actors are and what their roles are in HRM development processes (Rupidara & McGraw, 2011;Welch & Welch, 2012).…”

Setting high expectations is not enough

“…By examining this linkage, we seek to extend the scarce previous research on climate strength and employee outcomes. Notable exceptions in the recent literature include studies by Sanders et al (2008) and Li et al (2011), but neither addresses job performance directly.…”