EMPLOYEE ATTRIBUTIONS OF THE “WHY” OF HR PRACTICES: THEIR EFFECTS ON EMPLOYEE ATTITUDES AND BEHAVIORS, AND CUSTOMER SATISFACTION
Authors: NISHII, LISA H.1; LEPAK, DAVID P.2; SCHNEIDER, BENJAMIN3
Source: Personnel Psychology, Volume 61, Number 3, Autumn 2008 , pp. 503-545(43)
Publisher: Blackwell Publishing
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Abstract:
The construct of human resource (HR) attributions is introduced. We argue that the attributions that employees make about the reasons why management adopts the HR practices that it does have consequences for their attitudes and behaviors, and ultimately, unit performance. Drawing on the strategic HR literature, we propose a typology of 5 HR-attribution dimensions. Utilizing data collected from a service firm, we show that employees make varying attributions for the same HR practices, and that these attributions are differentially associated with commitment and satisfaction. In turn, we show that these attitudes become shared within units and that they are related to unit-level organizational citizenship behaviors and customer satisfaction. Findings and implications are discussed.Document Type: Research article
DOI: 10.1111/j.1744-6570.2008.00121.x
Affiliations: 1: Department of Human Resource Studies School of Industrial and Labor Relations Cornell University 2: School of Management University of Bath 3: Valtera and the University of Maryland
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