Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/287793 
Year of Publication: 
2022
Citation: 
[Journal:] Human Resource Management [ISSN:] 1099-050X [Volume:] 62 [Issue:] 2 [Publisher:] Wiley Periodicals, Inc. [Place:] Hoboken, USA [Year:] 2022 [Pages:] 229-246
Publisher: 
Wiley Periodicals, Inc., Hoboken, USA
Abstract: 
In explaining the effectiveness of a human resource (HR) system within an organization, scholars have turned their attention to HR attributions, which capture employees' perceptions about the intentions behind their organization's HR practices, and have demonstrated that an HR system's content and process of communication drive employees to form specific HR attributions. However, current research has not yet explained why HR attributions differ among employees. We investigate the variability in HR attributions among individuals and the organizational factors that influence this variability. Using signaling theory and the concept of situational strength, we argue that employees' HR attributions vary less when signals sent by HR management are unambiguous and the conveyed information is consistent. Using an online scenario‐based experiment with 760 participants, our findings reveal that the configuration and the strength of an HR system as well as their combination have significant effects on the variability in HR attributions among employees, and these effects differ for the different HR attributions.
Subjects: 
HR attributions
HR system
HR system strength
signaling
strong situations
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article
Document Version: 
Published Version

Files in This Item:
File
Size





Items in EconStor are protected by copyright, with all rights reserved, unless otherwise indicated.