1,237
Views
2
CrossRef citations to date
0
Altmetric
Articles

HRM system situational strength in support of strategy: its effects on employee attitudes and business unit performance

&
Pages 1651-1684 | Received 15 Oct 2020, Accepted 08 Nov 2021, Published online: 01 Dec 2021

References

  • Adamson, B. J., & Harris, L. (1996). Health personnel: Perceived differences in professional relationships and work role. Australian Health Review, 19(3), 66–80. https://doi.org/10.1071/AH960066
  • Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Sage.
  • Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63(1), 1–18. https://doi.org/10.1111/j.2044-8325.1990.tb00506.x
  • Ang, S. H., Bartram, T., McNeil, N., Leggat, S. G., & Stanton, P. (2013). The effects of high-performance work systems on hospital employees’ work attitudes and intention to leave: A multi-level and occupational group analysis. The International Journal of Human Resource Management, 24(16), 3086–3114. https://doi.org/10.1080/09585192.2013.775029
  • Asch, S. E. (1951). Effects of group pressures upon the modification and distortion of judgment. In H. Guetzkow (Ed.), Groups, leadership, and men. Carnegie Press.
  • Ashforth, B. E. (1985). Climate formation: Issues and extensions. Academy of Management Review, 19 (4), 837–847.
  • Barker, J. R. (1993). Tightening the iron cage: Concertive control in self-managing teams. Administrative Science Quarterly, 38(3), 408. https://doi.org/10.2307/2393374
  • Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108
  • Bednall, T. C., Sanders, K., & Runhaar, P. (2014). Stimulating informal learning activities through perceptions of performance appraisal quality and human resource management system strength: A two-wave study. Academy of Management Learning & Education, 13(1), 45–61. https://doi.org/10.5465/amle.2012.0162
  • Bettencourt, L. A., Gwinner, K. P., & Meuter, M. L. (2001). A comparison of attitude, personality, and knowledge predictors of service-oriented organizational citizenship behaviors. The Journal of Applied Psychology, 86(1), 29–41.
  • Biemann, T., & Kearney, E. (2010). Size does matter: How varying group sizes in a sample affect the most common measures of group diversity. Organizational Research Methods, 13(3), 582–581. https://doi.org/10.1177/1094428109338875
  • Bliese, P. D. (2000). Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions (pp. 349–381). Jossey-Bass.
  • Bond, R., & Smith, P. B. (1996). Culture and conformity: A meta-analysis of studies using Asch’s (1952b, 1956) line judgment task. Psychological Bulletin, 119(1), 111–137. https://doi.org/10.1037/0033-2909.119.1.111
  • Boon, C., Den Hartog, D. N., & Lepak, D. P. (2019). A systematic review of human resource management systems and their measurement. Journal of Management, 45(6), 2498–2537. https://doi.org/10.1177/0149206318818718
  • Boswell, W. R., & Boudreau, J. W. (2001). How leading companies create, measure and achieve strategic results through “line of sight”. Management Decision, 39(10), 851–859. https://doi.org/10.1108/EUM0000000006525
  • Bowen, D. E., & Ostroff, C. (2004). Understanding HRM-Firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29, 203–221.
  • Bowling, N. A., Khazon, S., Meyer, R. D., & Burrus, C. J. (2015). Situational strength as a moderator of the relationship between job satisfaction and job performance: A meta-analytic examination. Journal of Business and Psychology, 30(1), 89–104. https://doi.org/10.1007/s10869-013-9340-7
  • Brayfield, A. H., & Rothe, H. F. (1951). An index of job satisfaction. Journal of Applied Psychology, 35(5), 307–311. https://doi.org/10.1037/h0055617
  • Cafferkey, K., Heffernan, M., Harney, B., Dundon, T., & Townsend, K. (2019). Perceptions of HRM system strength and affective commitment: The role of human relations and internal process climate. The International Journal of Human Resource Management, 30(21), 3026–3048. https://doi.org/10.1080/09585192.2018.1448295
  • Campbell, B. A., Coff, R., & Kryscynski, D. (2012). Rethinking sustained competitive advantage from human capital. Academy of Management Review, 37(3), 376–395. https://doi.org/10.5465/amr.2010.0276
  • Cardador, M. T., Dane, E., & Pratt, M. G. (2011). Linking calling orientations to organizational attachment via organizational instrumentality. Journal of Vocational Behavior, 79(2), 367–378. https://doi.org/10.1016/j.jvb.2011.03.009
  • Chuang, C.-H., & Liao, H. (2010). Strategic human resource management in service context: Taking care of business by taking care of employees and customers. Personnel Psychology, 63(1), 153–196. https://doi.org/10.1111/j.1744-6570.2009.01165.x
  • Cohen, A., Doveh, E., & Nahum-Shani, I. (2009). Testing agreement for multi-item scales with the indices rwg(j) and ADM(J). Organizational Research Methods, 12(1), 148–164. https://doi.org/10.1177/1094428107300365
  • Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology, 59(3), 501–528. https://doi.org/10.1111/j.1744-6570.2006.00045.x
  • Conover, W. J. (2012). The rank transformation – An easy and intuitive way to connect many nonparametric methods to their parametric counterparts for seamless teaching introductory statistics courses. Wiley Interdisciplinary Reviews: Computational Statistics, 4(5), 432–438. https://doi.org/10.1002/wics.1216
  • Conway, J. M., & Lance, C. E. (2010). What reviewers should expect from author regarding common method bias in organizational research. Journal of Business and Psychology, 25(3), 325–334. https://doi.org/10.1007/s10869-010-9181-6
  • Crook, R. T., Combs, J. G., Todd, S. Y., & Woehr, D. J. (2011). Does human capital matter? A meta-analysis of the relationship between human capital and firm performance. Journal of Applied Psychology, 90, 443–456.
  • Cunha, R. C., & Cunha, M. P. (2009). Impact of strategy, strength of the HRM system and HRM bundles on organizational performance. Problems and Perspectives in Management, 7, 57–69.
  • Davis, J. H. (1996). Group decision making and quantitative judgments: a consensus model. In E. Witte (Ed.), Understanding group behavior: Consensual action by small groups (pp.35–59). Erlbaum.
  • Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39, 802–835.
  • Dello Russo, S., Mascia, D., & Morandi, F. (2018). Individual perceptions of HR practices, HRM strength and appropriateness of care: A meso, multilevel approach. The International Journal of Human Resource Management, 29(2), 286–310. https://doi.org/10.1080/09585192.2016.1165276
  • Delmotte, J., De Winne, S., & Sels, L. (2012). Toward an assessment of perceived HRM system strength: Scale development and validation. The International Journal of Human Resource Management, 23(7), 1481–1506. https://doi.org/10.1080/09585192.2011.579921
  • Denison, D. R. (1996). What is the difference between organizational culture and organizational climate? A native’s point of view on a decade of paradigm wars. The Academy of Management Review, 21(3), 619–654. https://doi.org/10.2307/258997
  • Díaz-Fernández, M., López-Cabrales, A., & Valle-Cabrera, R. (2020). Strength of HRM systems and perceived organizational support as determinants of employment relationships: The perspective of HR managers and workers’ representatives. Business Research Quarterly, December, 1–15.
  • Edwards, J. R., & Lambert, L. S. (2007). Methods for integrating moderation and mediation: A general analytical framework using moderated path analysis. Psychological Methods, 12(1), 1–22. https://doi.org/10.1037/1082-989X.12.1.1
  • Farndale, F., & Sanders, K. (2017). Conceptualizing HRM system strength through a cross-cultural lens. The International Journal of Human Resource Management, 28(1), 132–148. https://doi.org/10.1080/09585192.2016.1239124
  • Fassina, N. E., Jones, D. A., & Uggerslev, K. L. (2008). Meta-analytic tests of relationships between organizational justice and citizenship behavior: Testing agent-system and shared-variance models. Journal of Organizational Behavior, 29(6), 805–828. https://doi.org/10.1002/job.494
  • Gavin, M. B., & Hofmann, D. A. (2002). Using Hierarchical linear modeling to investigate the moderating influence of leadership climate. The Leadership Quarterly, 13(1), 15–33. https://doi.org/10.1016/S1048-9843(01)00102-3
  • Gonzalez-Roma, V., Peiro, J. M., & Tordera, N. (2002). An examination of the antecedents and moderator influences of climate strength. The Journal of Applied Psychology, 87(3), 465–473.
  • Gottlieb, A., & Ickes, W. (1978). Attributional strategies of social influence. In J. H. Harvey, W. Ickes, & R. F. Kidd (Eds.), New directions in attribution research (pp. 261–296). Lawrence Erlbaum Associates.
  • Haque, A. (2021). Strategic HRM and organisational performance: Does turnover intention matter? International Journal of Organizational Analysis, 29 (3), 656–681. https://doi.org/10.1108/IJOA-09-2019-1877
  • Hattrup, K., & Jackson, S. E. (1996). Learning about individual differences by taking situations seriously. In K. R. Murphy (Ed.), Individual differences and behavior in organizations (pp. 507–547). Jossey-Bass.
  • Hauff, S., Alewell, D., & Hansen, N. (2017). HRM system strength and HRM target achievement – Toward a broader understanding of HRM processes. Human Resource Management, 56(5), 715–729. https://doi.org/10.1002/hrm.21798
  • Hewett, R., Shantz, A., Mundy, J., & Alfes, K. (2018). Attribution theories in human resource management research: A review and research agenda. The International Journal of Human Resource Management, 29(1), 87–126. https://doi.org/10.1080/09585192.2017.1380062
  • Hovland, C., & Weiss, W. (1951). The influence of source credibility on communication effectiveness. Public Opinion Quarterly, 15(4), 635–650. https://doi.org/10.1086/266350
  • Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity and corporate financial performance. Academy of Management Journal, 38, 635–672.
  • Kantor, J. R. (1924). Principles of psychology (vol. 1). Principia Press.
  • Katou, A. A., Budhwar, P. S., & Patel, C. (2014). Content vs. process in the HRM-performance relationship: An empirical examination. Human Resource Management, 53(4), 527–544. https://doi.org/10.1002/hrm.21606
  • Keeler, K. R., Kong, W., Dalal, R. S., & Cortina, J. M. (2019). Situational strength interactions: Are variance patterns consistent with the theory? The Journal of Applied Psychology, 104(12), 1487–1513. https://doi.org/10.1037/apl0000416
  • Kelloway, E. K., Gottlieb, B. H., & Barham, L. (1999). The source, nature, and direction of work and family conflict: A longitudinal investigation. Journal of Occupational Health Psychology, 4(4), 337–346.
  • Kelman, H., & Hovland, C. (1953). Reinstatement of the communicator in delayed measurement opinion. Journal of Abnormal and Social Psychology, 48, 547–549.
  • Kozlowski, S. W. J., & Ilgen, D. R. (2006). Enhancing the effectiveness of work groups and teams. Psychological Science in the Public Interest: A Journal of the American Psychological Society, 7(3), 77–124.
  • Lee, E. K., Hong, W., & Avgar, A. C. (2015). Containing conflict: A relational approach to the study of high-involvement work practices in the health-care setting. The International Journal of Human Resource Management, 26(1), 100–122. https://doi.org/10.1080/09585192.2014.938680
  • Lewin, K. (1935). Dynamic theory of personality. McGraw-Hill.
  • Li, X., Frenkel, S. J., & Sanders, K. (2011). Strategic HRM as process: How HR system and organizational climate strength influence Chinese employee attitudes. The International Journal of Human Resource Management, 22(9), 1825–1842. https://doi.org/10.1080/09585192.2011.573965
  • Liu, X., & Batt, R. (2010). How supervisors influence performance: A multilevel study of coaching and group management in technology-mediated services. Personnel Psychology, 63(2), 265–298. https://doi.org/10.1111/j.1744-6570.2010.01170.x
  • Lord, C. G. (1982). Behavioral consistency and situational similarity. Journal of Personality and Social Psychology, 42(6), 1076–1088. https://doi.org/10.1037/0022-3514.42.6.1076
  • Lord, C. G., Brown, D. J., & Freiberg, S. J. (1999). Understanding the dynamics of leadership: The role of follower self-concepts in the leader/follower relationship. Organizational Behavior and Human Decision Processes, 78(3), 167–203.
  • Mair, J. (2005). Exploring the determinants of unit performance: the role of middle managers in stimulating profit growth. Group & Organization Management, 30(3), 263–288. https://doi.org/10.1177/1059601104269113
  • McCord, F. (1948). The formation of group norms in waking suggestion. The Journal of Social Psychology, 27(1), 3–15. https://doi.org/10.1080/00224545.1948.9918909
  • Meyer, R. D., Dalal, R. S., & Bonaccio, S. (2009). A meta-analytic investigation into the moderating effects of situational strength on the conscientiousness–performance relationship. Journal of Organizational Behavior, 30(8), 1077–1102. https://doi.org/10.1002/job
  • Mischel, W. (1977). The interaction of person and situation. In D. Magnusson & N.S. Endler (Eds.), Personality at the crossroads (pp. 333–352). Lawrence Erlbaum Associates.
  • Murray, H. A. (1938). Explorations in personality. Oxford Press.
  • Nishii, L. H., Lepak, D. P., & Schneider, B. (2008). Employee attributions of the “why” of HR practices: Their effects on employee attitudes and behaviors, and customer satisfaction. Personnel Psychology, 61(3), 503–545. https://doi.org/10.1111/j.1744-6570.2008.00121.x
  • Nishii, L. H., & Paluch, R. M. (2018). Leaders as HR sensegivers: Four HR implementation behaviors that create strong HR systems. Human Resource Management Review, 28(3), 319–323. https://doi.org/10.1016/j.hrmr.2018.02.007
  • Nishii, L. H., & Wright, P. M. (2008). Variability within organizations: Implications for strategic human resources management. In D. Brent Smith (Ed.), The people make the place: Dynamic linkages between individuals and organizations (pp. 5–36). Lawrence Erlbaum Associates.
  • O’Connor, E. J., Peters, L. H., Rudolf, C. J., & Pooyan, A. (1982). Situational constraints and employee affective reactions: A partial field replication. Group & Organization Studies, 7(4), 418–428. https://doi.org/10.1177/105960118200700405
  • Ostroff, C., & Bowen, D. E. (2016). Reflections on the 2014 decade award: Is there strength in the construct of HR system strength? Academy of Management Review, 41(2), 196–214. https://doi.org/10.5465/amr.2015.0323
  • Ployhart, R. E., & Hale, D. (2014). The fascinating psychological microfoundations of strategy and competitive advantage. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 145–172. https://doi.org/10.1146/annurev-orgpsych-031413-091312
  • Ployhart, R. E., Weekley, J. A., & Baughman, K. (2006). The structure and function of human capital emergence: a multilevel examination of the attraction-selection-attrition model. Academy of Management Journal, 49(4), 661–677. https://doi.org/10.5465/amj.2006.22083023
  • Ployhart, R. E., Weekley, J. A., & Ramsey, J. (2009). The consequences of human resource stocks and flows: A longitudinal examination of unit service orientation and unit effectiveness. Academy of Management Journal, 52(5), 996–1015. https://doi.org/10.5465/amj.2009.44635041
  • Ployhart, R. E. (2015). Strategic Organizational Behavior (ST ROBE): the missing voice in the strategic human capital conversation. Academy of Management Perspectives, 29(3), 342–356.
  • Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioural research: A critical review of the literature and recommended remedies. The Journal of Applied Psychology, 88(5), 879–903.
  • Podsakoff, P. M., & Organ, D. W. (1986). Self-reports in organizational research: Problems and prospects. Journal of Management, 12(4), 531–544. https://doi.org/10.1177/014920638601200408
  • Pornpitakpan, C. (2004). The persuasiveness of source credibility: A critical review of five decades’ evidence. Journal of Applied Social Psychology, 34(2), 243–281. https://doi.org/10.1111/j.1559-1816.2004.tb02547.x
  • Preacher, K. J., & Kelley, K. (2011). Effect size measures for mediation models: Quantitative strategies for communicating indirect effects. Psychological Methods, 16(2), 93–115. https://doi.org/10.1037/a0022658
  • Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. The Journal of Applied Psychology, 87(4), 698–714.
  • Roberson, Q. M., Sturman, M. C., & Simons, T. L. (2007). Does the measure of dispersion matter in multilevel research? A comparison of the relative performance of dispersion indexes. Organizational Research Methods, 10(4), 564–588. https://doi.org/10.1177/1094428106294746
  • Ross, L., & Nisbett, R. E. (1991). The person and the situation – Perspectives of social psychology. Temple University Press.
  • Saari, L. (2007). Bridging the worlds. Academy of Management Journal, 50(5), 1043–1045. https://doi.org/10.5465/amj.2007.27156088
  • Sanders, K., Dorenbosch, L., & de Reuver, R. (2008). The impact of individual and shared employee perceptions of HRM on affective commitment: Considering climate strength. Personnel Review, 37(4), 412–425. https://doi.org/10.1108/00483480810877589
  • Sanders, K., Shipton, H., & Gomes, J. F. (2014). Guest editors’ introduction: Is the HRM process important? Past, current, and future challenges. Human Resource Management, 53(4), 489–503. https://doi.org/10.1002/hrm.21644
  • Schneider, B., Hanges, P. J., Smith, D. B., & Salvaggio, A. N. (2003). Which comes first: Employee attitudes or organizational financial and market performance? The Journal of Applied Psychology, 88(5), 836–851. https://doi.org/10.1037/0021-9010.88.5.836
  • Schneider, B., Salvaggio, A. N., & Subirats, M. (2002). Climate strength: A new direction for climate research. Journal of Applied Psychology, 87(2), 220–229. https://doi.org/10.1037/0021-9010.87.2.220
  • Schneider, B., White, S. S., & Paul, M. C. (1998). Linking service climate and customer perceptions of service quality: Test of a causal model. Journal of Applied Psychology, 83(2), 150–163. https://doi.org/10.1037/0021-9010.83.2.150
  • Sheehan, J. J. (1979). Conformity prior to the emergence of a group norm. The Journal of Psychology, 103(1), 121–127. https://doi.org/10.1080/00223980.1979.9915122
  • Sorrels, J. P., & Kelley, J. (1984). Conformity by omission. Personality and Social Psychology Bulletin, 10(2), 302–305. https://doi.org/10.1177/0146167284102017
  • Takeuchi, N., & Takeuchi, T. (2013). Committed to the organization or the job? Effects of perceived HRM practices on employees’ behavioral outcomes in the Japanese healthcare industry. The International Journal of Human Resource Management, 24(11), 2089–2106. https://doi.org/10.1080/09585192.2013.767059
  • Tedeschi, J. T. (1981). Impression management: Theory and social psychological research. Academic Press.
  • Tversky, A., & Kahneman, D. (1981). The framing of decisions and the psychology of choice. Science (New York, N.Y.), 211(4481), 453–458.
  • Vigoda-Gadot, E., & Grimland, S. (2008). Values and career choice at the beginning of the MBA educational process. Career Development International, 13(4), 333–345. https://doi.org/10.1108/13620430810880826
  • Wright, P. M., McMahan, G. C., & McWilliams, A. (1994). Human resources and sustained competitive advantage: A resource-based perspective. The International Journal of Human Resource Management, 5(2), 301–326. https://doi.org/10.1080/09585199400000020
  • Wu, J., Tsui, A., & Kinicki, A. (2010). Leading groups: Consequences of differentiated leadership in groups. Academy of Management Journal, 53(1), 90–106. https://doi.org/10.5465/amj.2010.48037079
  • Zacharatos, A., Barling, J., & Iverson, R. D. (2005). High-performance work systems and occupational safety. The Journal of Applied Psychology, 90(1), 77–93.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.