The impact of individual and shared employee perceptions of HRM on affective commitment: Considering climate strength

Karin Sanders, Luc Dorenbosch, Renee de Reuver

    Research output: Contribution to journalArticleAcademicpeer-review

    126 Citations (Scopus)

    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.
    Original languageEnglish
    Pages (from-to)412-425
    JournalPersonnel review
    Volume37
    Issue number4
    DOIs
    Publication statusPublished - 2008

    Keywords

    • Human resource management
    • Employee behaviour
    • Job satisfaction
    • Organizational effectiveness

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