A substantial body of research has examined how employee perceptions of HRM systems relate to employee performance. Although relying on a variety of measures to examine perceived HRM systems, existing studies are unclear to what extent these measures differ in their relationships with important employee outcomes. To examine this further, this study differentiates between descriptive employee perceptions of the actual implementation of HRM systems and evaluative perceptions of their utility. By applying a meta-analytical approach, we study the differential effect of both types of employee perceptions on employee attitudes and job resources. In line with our hypotheses, the results show that descriptive perceptions of HRM are more positively related to job resources and that evaluative perceptions of HRM are more positively related to employee attitudes. We further found that job resources and employee attitudes partially mediate the positive relationship between employee perceptions of HRM and employee performance. Our results imply that frequently used theoretical frameworks (e.g. social exchange theory, the happy-productive-work thesis and conservation of resources theory) differ in their validity to explain HRM – performance relationships on the employee-level. We recommend future studies to more clearly conceptualize the notion of perceived HRM systems, make informed decisions whether to study descriptive or evaluative HRM perceptions depending on the employee outcome considered, and to integrate multiple theoretical perspectives for explaining how employee perceptions of HRM relate to employee performance.
|Publication status||Published - 4 Aug 2017|
|Event||77th Academy of Management Annual Meeting 2017: At The Interface - Atlanta, United States|
Duration: 4 Aug 2017 → 8 Aug 2017
Conference number: 77
|Conference||77th Academy of Management Annual Meeting 2017|
|Period||4/08/17 → 8/08/17|