Strategic HRM as process: how HR system and organizational climate strength influence Chinese employee attitudes |
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| Authors: | Xiaobei Li Stephen J Frenkel Karin Sanders |
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| Institution: | 1. School of Organization and Management, Australian School of Business, The University of New South Wales , Sydney, Australia xiaobei.li@gsm.pku.edu.cn;3. School of Organization and Management, Australian School of Business, The University of New South Wales , Sydney, Australia;4. Organizational Psychology and Human Resource Development, Faculty of Behavioral Sciences , Twente University , Enschede, The Netherlands |
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| Abstract: | In contrast to the high-performance work systems literature that focuses on HR practices, we follow Bowen and Ostroff in examining human resource management (HRM) processes, specifically the strength of an HR system (its distinctiveness, consistency, and consensus) and its contribution to the organizational climate (employees' shared perceptions of the HR system). Based on 810 employees within 64 units in three Chinese hotels, we examine how employee perceptions of HRM system strength and organizational climate are associated with employees' work satisfaction, vigor, and intention to quit. The distinctiveness of an HRM system was found to be related to the three employee work attitudes, and high climate strength increases both the positive relationship between consensus and work satisfaction, and the negative relationship between consensus and intention to quit. We draw on aspects of Chinese society to interpret these findings. Several important research and HR practice implications are highlighted and discussed. |
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| Keywords: | China high-performance work system human resource practices organizational climate strategic HRM work attitudes |
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