The effects of human resource attributions on employee outcomes during organizational change

Dusheng Chen1, Zhongming Wang2
1School of Management, Zhejiang University, People’s Republic of China
2Center for Human Resources and Strategic Management, and School of Management, Zhejiang University, People’s Republic of China
Cite this article:  Chen, D., & Wang, Z. (2014). The effects of human resource attributions on employee outcomes during organizational change. Social Behavior and Personality: An international journal, 42(9), 1431-1444.

Volume 42 Issue 9 | e3971 | Published: October 2014 | DOI: https://doi.org/10.2224/sbp.2014.42.9.1431

Abstract
Full Text
References
Tables and Figures
Acknowledgments
Author Contact

We applied the emerging process-based approach of strategic human resource (HR) management research by investigating the relationship between 2 types of HR attributions (i.e., commitment-focused and control-focused HR attributions) and 2 key employee outcomes (i.e., turnover intention and task performance) in an organizational change context. Based on a social exchange framework, perceived organizational support (POS) was introduced as a key mediator. Based on a sample of 350 professional workers, we found that commitment-focused HR attributions were positively related to POS and that control-focused HR attributions were negatively related to POS. In addition, POS mediated the relationships among commitment- focused HR attributions and the 2 employee outcome variables of turnover intention and task performance as well as the relationships among control-focused HR attributions and the 2 employee outcome variables. Theoretical and practical implications are discussed.

Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.