The employee perspective on HR practices: A systematic literature review, integration and outlook

Figures & data

Figure 1. Theoretical Perspectives Used to Explain Employee Perceptions of HRM.

Figure 2. Selection process of the systematic literature review.

Table 1. Review of Empirical Studies on Employee Perceptions of HRM.

Study	Predictor(s)	Mediators	Outcomes	Employee perception (1. theory, 2. descriptive vs. evaluative conceptualization)
Alfes et al., 2012	Perceived HRM practices	–	Task performance (manager-rated) Organizational citizenship behavior Turnover intentions Employee well-being	1. SHRM process framework2. Descriptive and evaluative
Alfes et al., 2013	Perceived HRM practices	Engagement	Turnover intentions Organizational citizenship behavior	1. SHRM process framework2. Descriptive and evaluative
Alfes et al., 2013	Perceived line-manager behavior Perceived HRM practices	Engagement	Task performance Innovative work behavior	1. SHRM process framework 2. Descriptive and evaluative
Allen et al., 2003	Participation in decision making Fairness of rewards Growth opportunity	Perceived organizational support ⟶ Organizational commitment ⟶ Job satisfaction ⟶ Turnover intentions	Turnover	1. Social exchange theory2. Descriptive and evaluative
Ang et al., & Stanton, 2013	Management high-performance work systems (unit level)	Employee high-performance work systems (unit level) ⟶ Engagement - Job satisfaction	Affective commitment Intention to leave	1. SHRM process framework2. Descriptive and evaluative
Arthur et al., 2016	Level of top-management HR cause-effect beliefs (unit level)	Intensity high-performance work system program (unit level)	Perceived high-performance work system practices (unit level)	1. SHRM process framework2. Descriptive and evaluative (unit level)
Aryee et al., 2012	Use of high-performance work systems (unit level)	Experienced high-performance work systems Empowerment climate (unit level) ⟶ Employee psychological empowerment ⟶ Service performance (unit level)	Branch market performance (unit level)	1. Social information processing theory 2. Descriptive and evaluative
Baluch et al., 2013	Employees’ HR system perceptions (unit level)	Employee’s job efficacy (unit level)- Employees’ intention to leave (unit level) ⟶ Employees’ civility toward patients (unit level)	Patient satisfaction (unit level)	1. SHRM process framework2. Evaluative
Boon et al., 2011	Perceived HRM practices	Person-organization fit Person-job fit	Organizational commitment Intention to show organizational citizenship behavior Job satisfaction Intention to leave	1. SHRM process framework2. Descriptive and evaluative
Boon and Kalshoven, 2014	High-commitment HRM	Work engagement	Organizational commitment	1. SHRM process framework 2. Descriptive and evaluative
Bos-Nehles & Meijerink, 2018	Line-manager perceptions of HRM support Line-manager perceptions of capacity Employees’ perception of LMX	Line-managers’ motivation to implement HR practices ⟶ Employees’ perceptions of the presence of HRM practices	Employees’ affective commitment	1. Social exchange theory 1. Social information processing theory 2. Descriptive and evaluative
Cafferkey & Dundon, 2015	Employee perceptions of high-performance work systems	Organizational climate	Commitment Satisfaction Motivation Discretionary effort	1. SHRM process framework2. Evaluative
Chang, 2005	Company HR bundle (unit level)	Overall perception of HR effectiveness ⟶ Procedural justice	Organizational commitment	1. Theory of reasoned action2. Descriptive and evaluative
Cooper et al., 2019	Well-being oriented HRM (unit level)	Social climate (unit level) ⟶ Employee resilience	In-role performance	1. Social information processing theory2. Descriptive and evaluative
Dello Russo et al., 2018	Individual perception of HR practices	Individual perceptions of proactivity climate ⟶ Organizational climate for proactivity (unit level)	Appropriateness of care (unit level)	1. HRM system strength2. Descriptive and evaluative
Den Hartog et al., 2013	Manager-rated HRM (unit level)	Employee-rated HRM (individual and unit level)	Perceived unit performance (unit level) Employee satisfaction	1. SHRM process framework2. Descriptive and evaluative
Edgar & Geare, 2014	Practices as experienced (actual and utility)	Job satisfaction Affective commitment ⟶ Organizational citizenship behavior	Task performance	1. SHRM process framework2. Descriptive and evaluative
Ehrnrooth & Björkman, 2012	HRM process (relevance, intensity, validity)	Psychological empowerment (unit level)	Creativity Job performance Workload	1. HRM system strength2. Evaluative
Garcia-Cabrera et al., 2018	Institutions	–	Employee perceptions of HR practices (unit level)	1. SHRM process framework2. Descriptive and evaluative
García-Chas et al., 2014	High performance work systems	Satisfaction Procedural justice Intrinsic motivation	Intention to leave	1. SHRM process framework 2. Descriptive
Gould-Williams and Mohamed, 2010	Employee perceptions of HR practices	Psychological climate Trust	Motivation Job satisfaction Organizational citizenship behavior Stress Quit intentions	1. SHRM process framework 2. Evaluative
Heffernan & Dundon, 2016	Manager-rated high-performance work systems (unit level)	Organizational justice regarding high-performance work systems	Job satisfaction Affective commitment Work pressure	1. SHRM process framework2. Evaluative
Jensen et al., 2013	Manager high-performance work system utilization (unit level)	High-performance work system perception ⟶ Anxiety Role overload	Turnover intentions	1. Job demand-control theory 2. Evaluative
Katou et al., 2014	Perceived HR practices (unit level)	Motivation (unit level) Commitment (unit level) Engagement (unit level) Organizational citizenship behavior (unit level)	Productivity (unit level) Growth (unit level) Creativity (unit level)	1. HRM system strength 2. Evaluative
Kehoe & Wright, 2013	Employee perceptions of HR practices (unit level)	Affective organizational commitment (unit level)	Employee absenteeism Intent to remain with the organization Organizational citizenship behavior	1. SHRM process framework 2. Descriptive
Kilroy et al., 2016	High involvement work practices	Role conflict Role overload Role ambiguity	Emotional exhaustion Depersonalization	1. Job demands-resources model 2. Descriptive
Kilroy et al., 2017	High involvement work practices	Person-organization fit	Exhaustion Depersonalization	1. Job demands-resources model2. Descriptive
Kinnie et al., 2005	Satisfaction with HR practices	–	Commitment to the organization	1. SHRM process framework 2. Evaluative
Knies & Leisink, 2014	Supportive HR practices Implementation of tailor-made arrangements Support of employees’ commitment Support of employees’ career development	Ability Commitment Autonomy	Extra-role behavior	1. SHRM process framework 2. Evaluative
Kooij et al., 2013	Development HR practices Maintenance HR practices	–	Employee performance Job satisfaction Organizational commitment Organizational fairness	1. Social exchange theory, Signaling theory 2. Descriptive
Li et al., 2018	Employee-experienced high-involvement work systems (unit level)	–	Innovation (unit level)	1. SHRM process framework 2. Descriptive
Liao et al., 2009	Management high-performance work systems (unit level)	Employee high-performance work systems (individual and unit level) ⟶ Employee human capital Employee psychological empowerment Employee perceived organizational support	Employee individual service performance (individual and unit level) Customer satisfaction (unit level)	1. HRM system strength 2. Descriptive and evaluative
Marescaux et al., 2013	Perceived favorability of HR practices	–	Affective organizational commitment	1. I-deals / HR differentiation 2. Evaluative
Ogbonnaya and Valizade, 2018	High performance work systems (unit level)	Job satisfaction Engagement	Staff absenteeism (unit level) Patient satisfaction (unit level)	1. Social exchange theory2. Descriptive and evaluative
Piening et al., 2013	Changes in employee perceptions of HR (unit level) Changes in financial performance (unit level) Changes in customer satisfaction (unit level)	Changes in employee perceptions of HR (unit level) Changes in job satisfaction (unit level) Changes in job satisfaction (unit level)	Changes in employee perceptions of HR (unit level) Changes in customer satisfaction (unit level) Changes in financial performance (unit level) Changes in job satisfaction (unit level)	1. Social information processing theory. Social exchange theory 2. Descriptive and evaluative
Plimmer et al., 2017	High involvement work systems (unit level)	Organizational system (unit level) ⟶ Organizational ambidexterity (unit level)	Organizational performance (unit level)	1. SHRM process framework 2. Evaluative
Raineri, 2017	High-performance work system indices (unit level)	Collective affective commitment (unit level) Human capital (unit level)	Business unit performance (unit level)	1. Social information processing theory2. Descriptive and evaluative
Schopman et al., 2017	Perceived high-commitment HRM	Transformational leadership ⟶ Intrinsic motivation	Motivation to continue to work	1. Social exchange theory2. Descriptive and evaluative
Searle et al., 2011	High involvement work practices Procedural justice	Perceived organizational trustworthiness	Trust in the organization	1. HRM system strength2. Descriptive and evaluative
Shantz et al., 2016	HRM-performance attributions HRM-cost attributions	Job involvement Work overload	Emotional exhaustion	1. HR attribution theory 2. Evaluative
Topcic et al., 2016	High-performance work practices	–	Stress	1. Job demands-resources theory2. Descriptive
Van De Voorde et al., 2010	Employee perceptions of HR practices (unit level)	–	Productivity (unit level)	1. SHRM process framework2. Descriptive and evaluative
Vermeeren, 2014	Transformational leadership (unit level)	Implemented HRM (unit level) ⟶ Perceived HRM (unit level)	Perceived unit performance (unit level)	1. SHRM process framework2. Descriptive and evaluative
Wright et al., 2003	HR practices (unit level)	Organizational commitment (unit level) ⟶ Operational performance (unit level) ⟶ Expenses (unit level)	Profits (unit level)	1. SHRM process framework2. Descriptive
Yousaf et al., 2018	High commitment HRM (unit level)	Affective occupational commitment	Organizational and occupational turnover intentions	1. Social exchange theory2. Descriptive and evaluative

Note. The variable in italics represents employee perceptions of HRM (as an antecedent, mediator, or outcome).

Each new step in a path analytic chain is indicated with an arrow (⟶).

Table 2. Item Illustrations of Different Approaches to Conceptualizing and Measuring Employee Perceptions of HR Practices.

	Conceptualizations	No. of studies	Example item	Reference
Descriptive HR perceptions	Presence of HR practices, Use of HR practices, availability of HR practices	33	‘The organization offers me the opportunity to participate in decision-making processes’	Boon et al., 2011
Evaluative HR perceptions	Mental evaluation of HR practice	28	‘The company has provided you with extensive training-and-development opportunities’	Ehrnrooth & Bjorkman, 2012
	HRM-performance and HRM-cost attributions	1	‘Training and development in my organization are designed to maximize employees’ performance’	Shantz et al., 2016
	Supportiveness of HR practice	3	‘I experience the following HR practices as being implemented to support me: training and development’	Knies & Leisink, 2014
	Satisfaction with HR practice	5	‘How satisfied do you feel with the level of training you receive in your current job?’	Kinnie et al., 2005
	Relevance of meaningfulness of HR practice	1	‘Your current performance appraisal at the company are very meaningful to you’	Ehrnrooth & Bjorkman, 2012
	Perceived favorability of HR practice	1	‘Indicate whether you receive less, the same amount or more than your referent colleagues: deciding autonomously how to perform one’s job’	Marescaux et al., 2013
	Fairness of HR practice	7	‘I am fairly paid for the amount of work I do’	Heffernan & Dundon, 2016
	Effectiveness of HR practice	8	‘I have received the necessary training to do my job effectively’	Cafferkey & Dundon, 2015
	Utility of HR practice	1	‘Performance is recognized in a way that is valued’	Edgar & Geare, 2014

Note. 25 of the 45 studies included a combination of conceptualizations in one measurement scale.

Table 3. Theoretical Perspectives used for Explaining Employee Perceptions of HRM as an Antecedent, Mediator, or Outcome.

	Employee perceptions of HRM as predictor	Employee perceptions of HRM as mediator	Employee perceptions of HRM as outcome
Exchange perspective	5	1
Communication perspective	8	3	1
Occupational Health perspective	3	1
Other perspectives (I-deals/HR differentiation, Theory of planned behavior)	1	1
SHRM process framework	17	5	1
Total	34	11	2

Note. One study included employee perceptions of HRM as an antecedent, mediator, and outcome variable (Piening et al., 2013).

Table 4. Type of Conceptualization in Relation to Employee Perceptions of HRM as an Antecedent, Mediator, or Outcome.

	Descriptive Conceptualization	Evaluative Conceptualization	Combination Conceptualization
Employee perceptions of HRM as a predictor variable	8	10	16
Employee perceptions of HRM as a mediator variable		2	8
Employee perceptions of HRM as an outcome variable			3

Note. One study included employee perceptions of HRM as an antecedent, mediator, and outcome variable (Piening et al., 2013).

Table 5. Theoretical Perspectives Used in Empirical Research to Understand Employee Perceptions of HR Practices.

Theory / Category	Descriptive	Evaluative	Combination Descriptive & Evaluative
Exchange perspective	1		5
Communication perspective		3	7
Occupational health perspective	3	1
Other perspectives (I-deals/HR differentiation, theory of reasoned action)		1	1
SHRM process model	4	7	12
Total	8	12	25

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