Employee perceptions of HR practices: A critical review and future directions

Abstract

Scholars are directing more attention to employee perceptions of human resources (HR) practices and have explored issues such as whether and how employees’ idiosyncratic or collective perceptions of HR practices shape employee outcomes. To further this area of research, we seek to determine what authors mean when they refer to “employee perceptions of HR practices”. We review 105 articles from leading human resource management journals and find that employee perceptions of HR practices is not a monolithic concept. Rather, following previous scholars, we identify three distinct components of employee perceptions of HR practices: the ‘what’, ‘how’, and ‘why’. We critically summarize extant literature on these three components of employee HR perception and propose future research directions, including enriching the theoretical foundations of HR communication, embracing cross-national contexts, and enhancing practical relevance.     

High-commitment HRM system,HR capability,and ambidextrous technological innovation

Technological innovation is becoming an increasingly significant driving force of firm competitiveness; however, only a few scholars have attempted to investigate the specific relationship between technological innovation and human resource (HR). In this study, we test the relationships among high-commitment human resource management (HCHRM) system, HR capability and ambidextrous technological innovation, as well as the mediating role of HR capability in the relationship between the other two. For this purpose, we derive HR capability based on two dimensions: (a) factors (skills vs. behaviors) and (b) nature (component vs. combinative capability). Juxtaposing these dimensions enables us to generate the following four elements of HR capability for ambidextrous technological innovation: (a) T-shaped skills (component skills), (b) technology brokering (combinative skills), (c) personal initiative (component behaviors), and (d) cooperation (combinative behaviors). Empirical results based on data collected from the HR and technology planning managers of 105 corporate research and development centers indicate that HCHRM positively affects HR capability and ambidextrous technological innovation. In addition, we find that HR capability fully mediates the relationship between the HCHRM system and ambidextrous technological innovation. We discuss theoretical contributions and practical implications of these findings.     

HR and IT capabilities and complementarities in knowledge-intensive services

The main premise of this article is that human resources (HR) and information technologies (IT) are central rather than support functions in knowledge-intensive services. By building management capabilities in both HR and IT, knowledge-intensive services can transform their business processes that, in turn, enable them to provide exemplary services to the customers. Our arguments are grounded in the three related theoretical frameworks of the resource-based view, organizational capabilities, and the theory of complementarities. We suggest that the research and practice in HR and IT fields may have to focus on HR and IT capabilities rather than HR practices or IT investments as the sources of sustainable competitive advantage since capabilities better fit the definition of a ‘resource’ than HR practices or IT investments. Further, organizational capabilities in both HR and IT may enable knowledge-intensive services to transcend the inherent tradeoff between cost and responsiveness. We also discuss the role of HR and IT in knowledge management.     

Emerging issues in theory and research on electronic human resource management (eHRM)

In the past several decades, technology has had a dramatic impact on human resource management (HR) processes and practices. For example, technology, especially the World Wide Web, has helped modify many HR processes including human resource planning, recruitment, selection, performance management, work flow, and compensation. These new systems have enabled HR professionals to provide better service to all of their stakeholders (e.g., applicants, employees, managers), and reduced the administrative burden in the field. Despite the widespread use of these systems, there has been a surprising dearth of theory and research on the topic. As a result, the purpose of this special issue is to (a) advance theory and research on human resource management systems (HRMS) and electronic human resource management (eHRM), (b) offer new directions for research on the topic, and (c) enhance the effectiveness of these systems in organizations. As a result, this article reviews the evolution of HRMS and eHRM, provides a brief overview of the existing literature, and introduces the articles in the special issue.     

A contextual framework for understanding impression management

Research on impression management within organizations is extensive and provides valuable insights regarding both impression management motivation and the ways in which impression management is enacted. However, inconsistent findings in the literature limit our ability to confidently glean clear research and practice conclusions. Further, current impression management perspectives are primarily based on face-to-face communication, but technology and world events have changed how we interact within organizations. Our integrative literature review examines the impression management literature, and integrates research from related literatures (organizational citizenship behavior, faking behavior, and computer-human interaction), to identify how context influences impression motivation and construction. Based on this review, we propose that impression motivation is shaped, in part, by the situation's evaluative potential (e.g., public behavior, high stakes), and the nature of the workplace interaction (e.g., anonymity, permanence, verifiability, and synchronicity) moderates the impression motivation-impression construction relationship. We then use the contextual framework to provide a better understanding of past research, stimulate new research, and provide practical recommendations for HR professionals.     

Turnaround user acceptance in the context of HR self-service technology adoption: an action research approach

Growing advancement in electronic human resource management (e-HRM) in general, and human resource (HR) self-service technology in particular, has afforded transformational opportunities in changing the design and delivery of HR services. Despite their importance, our understanding of how acceptance of these technologies can be improved remains limited. To address this shortfall, this study utilises the Technology Acceptance Model (TAM) to consider how HR can drive and influence the adoption of HR self-service technology in an organisation. Utilising an action research approach, this study documents and reflects on the experience of a UK building society in introducing a new version of HR self-service technology, and analyses how interventions can be used to reshape users' perceptions. Our findings show how HR can play a more proactive role in shaping and reshaping users' perceptions towards accepting such a technology by better understanding how systematic interventions can be developed, used and evaluated. Our contributions are not only limited to the theorisation of HR self-service technology based on TAM, but also lie in demonstrating how action research, although currently underused, can be a valid and valuable approach for HR research and practice.     

The application of change management theory to HR portal implementation in subsidiaries of multinational corporations

HR portals are complex information technology (IT) applications that can be accessed by all employees of a given organization. By placing more applications and information online, HR portals reduce the reliance employees have on HR personnel. Given this relational change, from human to computer, the HR portal implementation process must take into account the challenges of both change management and technology acceptance. By integrating change management theories with IT user acceptance models, this article adds to HR's collective knowledge of ways to effectively implement HR portals. In addition, this article describes the cross‐national challenges that exist when a global firm attempts to implement an HR portal around the world. Thus, this article will present a model that (1) integrates change management theories and IT user acceptance models and (2) illustrates the ways in which change management plans may need to be adapted to be effective in various subsidiaries. A case study of Hewlett‐Packard's (HP's) worldwide implementation of their @HP Employee Portal in the Italian subsidiary of HP illustrates the key issues of these theories. © 2005 Wiley Periodicals, Inc.     

What role do HR practitioners play in developing countries: an exploratory study in an Indonesian organization undergoing major transformation

In spite of the abundance of research on HRM in developing countries, there is a dearth of knowledge of what human resource (HR) practitioners actually do in developing countries. With the aid of Conner and Ulrich's widely reported framework for HR roles, we investigated the roles played by HR practitioners in a state-owned oil and gas company with a workforce of 15,000 employees. The study was based on a survey of 140 HR and line managers in the company. The main finding of the study is that even in a developing country such as Indonesia, Conner and Ulrich's (1996) model of HR roles has some validity. Our findings indicate that all the four roles are practised by HR practitioners in the company. The finding lends support to similar studies in the USA (Wright, McMahan, Snell and Gerhart 2001; Simpkins 2005), the UK (Caldwell 2003), Denmark (Lemmergaard 2009), Finland (Antila 2006) and Lithuania (Zuzeviciute and Margarita 2010). Another significant feature of the study is the revelation that HR practitioners play more strategic roles than operational roles. This is entirely unexpected. The theoretical/research and practical implications of the findings have also been discussed.     

Working below and above the line: the research–practice gap in diversity management

In HRM, a line can be drawn that distinguishes research on formal organisational programmes (above‐the‐line research) from research on organisational practices as they are experienced by employees (below‐the‐line research). Diversity management research has heavily emphasised below‐the‐line research using methodologies that measure employee perceptions of diversity management activities. This research demonstrates an impact of diversity management on employee reactions and identifies unit‐level factors (e.g. leader behaviour) that impact the effectiveness of diversity management activities. However, below‐the‐line research is not able to answer HR professionals' questions about which diversity management activities should be adopted when, and so a research–practice gap is developing. I explain how both academics and practitioners would benefit from more above‐the‐line research examining the impact of formal organisational diversity management activities as reported by senior managers or documented in organisational records.     

The scope and trajectory of strategic HR research: evidence from American and British journals

Many have argued that the field of human resource (HR) management has successfully transformed itself from the functional orientation of personnel management to a strategic orientation that is more relevant to the goals and effectiveness of business in the current competitive landscape. In this article, we assess that proposition by reviewing almost 1000 award-winning papers and articles published in leading US and British management journals since the mid-1990s. We use this data to evaluate the scope of HR research in the field, the extent to which it has changed, and whether changes in this research have kept pace with changes that organizations face in the current global economy. Consistent with the strategic HR framework, we find that the question of the link between HR and performance has, indeed, become the dominant one among both micro- and macro-organizational scholars. Contrary to expectations, however, micro-level research continues to be more prevalent than macro-organizational studies; and we find little change in the subjects and sites of research or theoretical approaches adopted. These characteristics of HR research are in sharp contrast with the dramatic changes occurring in the world of work – suggesting a mismatch between what HR scholars study and what issues and dilemmas organizations face. Finally, by assessing similarities and differences between the American and British scholarship, we are able to suggest a research agenda, more relevant to the current global economy, which builds on the strengths of each tradition.     

Strategic HRM as process: how HR system and organizational climate strength influence Chinese employee attitudes

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.     

The Research‐Practice Gap in Human Resource Management: A Cross‐Cultural Study

In this study, we examine the cross‐cultural differences in human resource (HR) managers’ beliefs in effective HR practices by surveying HR practitioners in Finland (N = 86), South Korea (N = 147), and Spain (N = 196). Similar to previous studies from the United States, the Netherlands, and Australia, there are large discrepancies between HR practitioner beliefs and research findings, particularly in the area of staffing. In addition, we find that interpersonal‐oriented aspects of HR practices tend to be more culturally bound than technical‐oriented aspects of HR practices. We interpret the differences using Hofstede's cultural dimensions (Power Distance, Individualism versus Collectivism, Masculinity versus Femininity, Long‐Term Orientation versus Short‐Term Orientation, and Uncertainty Avoidance). We discuss the overall nature of the science‐practice gap in HR management, and the implications for evidence‐based management. © 2014 Wiley Periodicals, Inc.     

Similarities and differences in international and comparative human resource management: A review of 60 years of research

In this article, we review similarities and differences in articles in the research field of international and comparative human resource management (HRM), published in Human Resource Management over the past 60 years. The extensive review and analysis, based on 189 conceptual articles, reviews, and empirical studies, identified several trends. First, the two distinct research streams in this research field (HRM in MNEs and comparative HRM) have grown over the decades and moved from conceptual articles in the beginning to almost exclusively empirical studies in more recent years. Second, in addition to the two research streams, in more recent years we identified a third research stream that combines elements of HRM in MNEs and comparative HRM research. Third, the research field has become more feminized, with an increasing number of female (first) authors, and has become more international, with more authors affiliated with non‐US universities in the more recent time periods. Finally, while the research streams show some differences in the content of their research, we do not find evidence that the streams developed in isolation. Based on our analysis, we provide suggestions for future research on international and comparative HRM and identify current implications for HR practitioners.     

MNC practice transfer: institutional theory,strategic opportunities and subsidiary HR configuration

Human resource (HR) practice transfer is an important topic in the domain of strategic international human resource management (SIHRM). Previous research in practice transfer has emphasized the challenges arising from the institutional distance between the home and host countries. However, potential opportunities due to this distance have been largely overlooked. Shifting the focus away from looking at institutional distance as a constraint, we examine the possibilities of strategic opportunities that exist because of institutional distance. We argue multinational corporation (MNC) subsidiaries can exploit these opportunities to gain competitive advantage. Building upon SIHRM literature, institutional theory and the resource-based views, we propose a conceptual framework explaining how institutional environments present strategic opportunities. We argue that these strategic opportunities are most abundant in the case of moderate institutional distance between the two countries. Building upon the conceptualization of strategic opportunities, we propose a model of subsidiary HR configuration, and then we explain how an HR configuration could be a source of competitive advantage. Further, we examine the role of MNCs' overall SIHRM orientation in relation to the identification and exploitation of strategic opportunities.     

Exploring the Complementarities Within High‐Performance Work Systems: A Set‐Theoretic Analysis of UK Firms

High‐performance work systems (HPWS) are important conceptual instruments in the human resource management literature. Yet our current understanding of the complementarities within HPWS remains limited for two reasons: First, the dominant theoretical perspectives on HPWS provide a landscape of theoretical possibilities rather than an understanding of different possibilities through which HPWS generate positive effects on performance; and second, the literature on HPWS merely proposes several seemingly equally important HR practices. This article explores the internal nature of HPWS by integrating a configurational perspective of core, peripheral, and nonessential HR practices with a typology of complementarities. Analyzing 530 UK‐based firms using fuzzy set qualitative comparative analysis (fsQCA), I identify four frequently implemented HPWS consistently associated with high labor productivity. The complementarities within all HPWS combine pairs of core HR practices with sets of peripheral HR practices. Moreover, the complementarities within three of the four HPWS rely on firms’ avoidance of implementing certain HR practices. The results suggest that the synergies of HPWS arise from efficient complementarities and virtuous overlaps, and reveal the significance of achieving high performance by not implementing HR practices. This article thus advances a new perspective on HPWSs, highlighting the challenges involved in successfully designing HPWS. © 2016 Wiley Periodicals, Inc.     

Sneaking through the minefield of talent management: the notion of rhetorical obfuscation

In spite of the growing popularity of talent management in practice, there has been a distinct lack of theoretical attention paid by scholars to such a strategically important innovation. To address this shortfall, we conducted an in-depth case study of a multinational enterprise to examine and conceptualise the rhetorical underpinnings of its efforts in implementing a talent management programme. Based on our findings, we propose the notion of rhetorical obfuscation to conceptualise the intentional use of persuasive language to selectively project and communicate organisational agenda as a means of directing and reinforcing relevant stakeholders' commitments and conforming behaviours. In particular, we found that rhetorical obfuscation was used extensively in the case organisation to cover up inconsistency in practices and lack of legitimacy during the institutionalisation of talent management. Our contributions are threefold. Firstly, this study has provided a necessary theoretical grounding to conceptualise talent management. Secondly, by introducing the theory of rhetorical practice to human resource (HR) innovation research, our account has demonstrated the usefulness of rhetorical practice and created a launch pad for other HR researchers to build upon. Thirdly, by exploring the rhetorical underpinnings related to the adoption of talent management, we have added to the rich intellectual tradition of rhetorical practice by presenting the notion of rhetorical obfuscation.     

Employee experience –the missing link for engaging employees: Insights from an MNE's AI-based HR ecosystem

Analyzing multiple data sources from a global information technology (IT) consulting multinational enterprise (MNE), this research unpacks the configuration of a digitalized HR ecosystem of artificial intelligence(AI)-assisted human resource management (HRM) applications and HR platforms. This study develops a novel theoretical framework mapping the nature and purpose of a digitalized AI-assisted HR ecosystem for delivering exceptional employee experience (EX), an antecedent to employee engagement (EE). Employing the theoretical lenses of EX, EE, AI-mediated social exchange, and engagement platforms, this study's overarching aim of this article is to establish how AI-assisted HRM fits into an organization's ecosystem and, second, how it impacts EX and EE. Our findings show that AI-assisted applications for HRM enhance EX and, thus, EE. We also see increases in employee productivity and HR function's effectiveness. Implications for research and practice are also discussed.     

Gender equality and comparative HRM: A 40-year review

Guided by comparative human resource management (HRM) research, we review and critically assess the literature on gender equality in work settings. To this end, we consider quantitative articles published between 1980 and 2021. We apply a multi-level and multi-dimensional framework focused on three gender equality perspectives (i.e., Hofstede, GLOBE, and socioeconomic) and the HRM chain (e.g., policies and practices) as well as individual and organizational outcomes. Consistent with previous literature in the field of comparative HRM, we find that the three gender equality perspectives explain significant differences in the HRM chain as well as in both individual-level and organizational-level outcomes. Extending comparative HRM literature, we find that the three gender equality perspectives influence our research community differently, show similarities and differences in outcomes, associate with different effects (i.e., enabling and enhancing), and differ in the direction of such effects. Our study contributes to evidence-based policy and practice in organizations that align their HR strategies to the United Nations Sustainable Development Goal 5 (Gender Equality).     

Uncovering competitive and institutional drivers of HRM practices in multinational corporations

Current international human resource management (IHRM) literature focusing on multinational corporations (MNCs) presents evidence of both similarities and differences in the HR practices adopted in different global locations. However, the drivers behind this duality require more detailed investigation. This article focuses on exploring why MNCs position themselves within global markets as they do, exploring how extant theory can help explain the drivers behind both global and national HR practices. Based on a worldwide sample of in‐depth interview‐based case studies of well‐known MNCs, we explore the ways in which different firms react to both institutional and competitive pressures in selecting their approach to HRM. The findings uncover a differentiation between external global competitive isomorphic pressures, external national institutional isomorphic pressures, and internal processes of strategic choice and competitive differentiation. It is suggested that MNCs face all three drivers of HRM simultaneously, leading to different patterns of practice adoption, adaptation and innovation.