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.     

Why Do Employees’ Perceptions of their Organization's Change History Matter? The Role of Change Appraisals

In this article, we identify employees’ change history in an organization as a key antecedent of their appraisals about organizational change (i.e., threat, harm, and challenge). We argue that these change appraisals are associated with psychological contract violation, which in turn is associated with intentions to leave the organization, and, ultimately, with voluntary employee turnover. In 2009, we collected data over three measurement periods from 252 full‐time, permanent employees from a manufacturing organization in the Philippines that was just about to undergo an organizational‐wide restructuring. At Time 1 (T1, the change announcement), employees completed a survey assessing their change history in the organization and change appraisals. At Time 2 (T2, six months after the announcement), employees completed a survey assessing psychological contract violation and turnover intentions. Two years later (Time 3, T3), we collected data on voluntary employee turnover. Results suggest that a poor change history in an organization was negatively associated with challenge appraisals and was positively associated with threat and harm appraisals. Challenge and harm appraisals were significantly associated with psychological contract violation. These appraisals, in turn, were associated with turnover intentions and, ultimately, with voluntary employee turnover. In addition, T1 threat appraisals were directly positively associated with T3 voluntary turnover. Theoretical and practical implications are discussed. © 2016 Wiley Periodicals, Inc.     

A six-stage model of the buying process for ERP software

This paper presents a model of the Enterprise Resource Planning (ERP) software acquisition process that reflects the findings from the four cases examined in this study. This ERP acquisition process model includes six distinctive, yet interrelated, processes (planning, information search, selection, evaluation, choice, and negotiations). This paper depicts the principal processes and many of the constituent activities, issues, dynamics, and complexities that pertain to the acquisition of ERP software. The results from this study contribute to the identification of processes that are part of this type of acquisition. Further, this model also suggests complexities that are worthy of further investigation, in and of themselves, if for no other reason than that they could prove the limit of generalizability of the model.