The “Why” and “How” of Human Resource (HR) Practices: A Critical Review of the Antecedents and Consequences of Employee HR Attributions Research

Hu, Dishi; Oh, In‐Sue

doi:10.1108/s0742-730120220000040006

Cited by 4 publications

(4 citation statements)

References 85 publications

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“…In the context of this paper, we define general beliefs as the way in which line managers view the HR department. Based on their ongoing and previous experiences with HR, line managers harbor positive or negative beliefs about the HR department ( Hu and Oh, 2022 ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Examining missing pieces of the human resource (HR) attributions puzzle: The interplay between line manager beliefs, HR information and context

2023

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While previous research acknowledges the importance of line manager interpretations of information coming from the HR department for explaining various employee attitudes and behaviors, less is known about the antecedents of these interpretations, also known as HR attributions. This paper provides a qualitative examination of the interplay between three key antecedents of HR attributions, namely, line manager beliefs about the HR department, information from the HR department and context. Our analysis is based on 30 interviews with HR professionals and line managers in three units of one organization. Our findings suggest that differences in context have a strong impact on line manager beliefs about HR, influencing the way line managers see HR practices, processes and the role of the HR department, and consequently the way they interpret information coming from HR. Our analysis extends our understanding of the variability in line manager interpretations of HR information. Our results contribute to existing research on HRM strength and HR attributions by highlighting the importance of focusing not only on the consistency of the HR system, but also on individual line managers beliefs about HR, and the context in which HR processes take place.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Examining missing pieces of the human resource (HR) attributions puzzle: The interplay between line manager beliefs, HR information and context

2023

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“…Accordingly, there is a growing number of studies that suggest employees' human resource attributions play a critical role in shaping their subsequent reactions, contributing to the success of the practice itself (Hu & Oh, 2022).…”

Section: Attributions Of Intent As a Predictor Of Dandi Motivationmentioning

confidence: 99%

“…That is, the attributions that employees make about the intent underlying the HR practice can explain important variability in how they respond both attitudinally and behaviorally (Nishii et al, 2008). Accordingly, there is a growing number of studies that suggest employees' human resource attributions play a critical role in shaping their subsequent reactions, contributing to the success of the practice itself (Hu & Oh, 2022).…”

Section: Introductionmentioning

confidence: 99%

Profiles of diversity and inclusion motivation: Toward an employee‐centered understanding of why employees put effort into inclusion and exclusion

Dawson

Parker

Okimoto

2023

Human Resource Management

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Despite their prevalence, workplace diversity and inclusion (D&I) practices continue to produce inconsistent effects on employee attitudes and behaviors. This shines a light on the need for evidence‐based approaches in understanding how employees enact D&I goals. Drawing on self‐determination theory, we argue that employee D&I motivation is an untapped pathway for understanding how inclusion‐supportive employee outcomes (i.e., more inclusion and less exclusion) emerge. In addition, we leverage attribution theory to inform when employee motivation can be shaped, demonstrating that employee attributions of the intentions behind their organization's D&I practices play an important role in shaping their subsequent D&I motivation. Across two studies, latent profile analysis identified five distinct profiles of D&I motivation, which were differentially related to inclusion and exclusion (Study 1) and predicted by D&I attributions (Studies 1 and 2). Combined, these findings highlight the importance of understanding employee motivations and attributions within the context of D&I. Such knowledge can inform how employees enact inclusion goals, which has the potential to help organizations realize the desired benefits of diversity.

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“…The recent strategic human resource management research has been directed at understanding the relationship between the human resource management practices and firm performance (Khan & Roy, 2023). However, the research on human resource management practices and employee performance is still fragmented and lacks a systematic typology of the different types of human resource management attributions and a compelling organizing research framework (Hu & Oh, 2022). Although existent literature has provided valuable insights into the effect of human resource management practices on employee performance (Vuorenmaa, Sumelius, & Sanders, 2023), less is known about the effect of human resource planning, reward management, recruitment management and training management practices on employee performance.…”

Section: Statement Of the Problemmentioning

confidence: 99%

Human Resource Management Practices and Employee Performance in Selected Tea Exporters in Mombasa County, Kenya

OPIYO,

KISING’U, PhD,

GICHINGA, PhD

2023

strategicjournals.com

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The purpose of this study was to examine the effect of human resource management practices on employee performance in selected tea exporters in Mombasa County, Kenya. Specifically, the study examined the effect of human resource planning, reward management, recruitment management and training management practices on employee performance in selected tea exporters in Mombasa County, Kenya. The theoretical framework for the study was anchored on the human capital management theory. A correlation, crosssectional survey research design was used to test the formulated research hypotheses. The proportionate stratified random sampling technique was used to select a sample size of 94 employees from a target population of 123 employees of 3 selected tea exporters in Mombasa County, Kenya. A cross-sectional based approach was used to collect primary data. A self-administered structured questionnaire anchored on a 5point Likert as the means of collecting primary data. The collected data was processed and entered into the statistical package for social sciences (SPSS) version 26 to create a data sheet that was used for analysis. The descriptive statistics and inferential statistics were used for data analysis. The Pearson's product moment correlation analysis was performed to confirm or deny the relationship between the variables. The findings indicated that employee performance had positive and significant relationship with human resource planning, reward management, recruitment management and training management practices in selected tea exporters in Mombasa County, Kenya. Multiple linear regression analysis was used for hypotheses testing. The results showed that human resource planning, reward management, recruitment management and training management practices had positive and significant effect on employee performance in selected tea exporters in Mombasa County, Kenya. Based on the findings, the study recommended that managers and policy makers should identify strategies to implement the human resource management practices in order to foster employee performance in the selected tea exporters in Mombasa County, Kenya. Further research should examine the effect of other human resource management practices on employee performance. Future researchers should extent the study on the effect of human resource management practices on employee performance beyond the three tea exporters in other regions or sectors

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The “Why” and “How” of Human Resource (HR) Practices: A Critical Review of the Antecedents and Consequences of Employee HR Attributions Research

Cited by 4 publications

References 85 publications

Examining missing pieces of the human resource (HR) attributions puzzle: The interplay between line manager beliefs, HR information and context

Examining missing pieces of the human resource (HR) attributions puzzle: The interplay between line manager beliefs, HR information and context

Profiles of diversity and inclusion motivation: Toward an employee‐centered understanding of why employees put effort into inclusion and exclusion

Human Resource Management Practices and Employee Performance in Selected Tea Exporters in Mombasa County, Kenya

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