发布者：商学院办公室 时间：2014-06-06 阅读次数：1200
讲座主题：“It takes two to tango: The effect of HRM Content and Process on employee outcomes”（双人探戈: 人力资源内容和流程对员工结果的影响）
主讲人：Prof. Ph.D.Karin Sanders
主讲人介绍：Karin Sanders, PhD is Professor of Organisational Behaviour and Human Resource Management at the Australian School of Business, University of New South Wales, Sydney, Australia and is director of the Centre of Innovation and Entrepreneurship (CIE; UNSW). In addition, she is the coordinator of a large research program focusing on the antecedents of informal learning activities of employees (funded by N.W.O.). Her research focuses on the process approach of HRM, in particular the impact of employees’ perceptions and attributions of HRM on their attitudes and behaviors. In addition to this Karin is interested in evidence-based decision making, and is part of the evidence-based management network. Together with Julie Cogin and Hugh Bainbridge she edits a text book on “Research Methods in Human Resource Management Research” (Routlegde). Together with Helen Shipton and Jorge Gomes Karin is guest editor for a special issue HRM, entitled “Is the HRM process important”. She is associate editor of Evidence Based HRM. Karin is visiting professor at the Beijing Normal University (Beijing, China), and Norway Business School.
“It takes two to tango: The effect of HRM Content and Process on employee outcomes”.
In this presentation I like to present the results of an experimental and a field study. In both studies we tried to answer the question whether high-commitment Human Resource Management (HC-HRM) is more effective when employees can make sense of HRM (attribute HRM to management). In the experimental study (n = 354) employees’ HC-HRM perceptions were evoked by a management case and their attributions were manipulated with an information pattern based on the three dimensions of the co-variation principle of the attribution theory: distinctiveness, consistency and consensus. As expected, the results showed that the effect of HC-HRM on affective organizational commitment was stronger when employees understand HRM as was intended by management. This experimental finding was confirmed in a cross-level field study (n = 639 employees within 42 organizations): the relationship between HC-HRM on one hand and affective organizational commitment and innovative behavior on the other hand was stronger under the condition that employees could make sense of HRM.