Virginia Tech
    • Log in
    View Item 
    •   VTechWorks Home
    • ETDs: Virginia Tech Electronic Theses and Dissertations
    • Doctoral Dissertations
    • View Item
    •   VTechWorks Home
    • ETDs: Virginia Tech Electronic Theses and Dissertations
    • Doctoral Dissertations
    • View Item
    JavaScript is disabled for your browser. Some features of this site may not work without it.

    How Frontline Managers Implement, and Employees Experience, Commitment HR Practices: The Roles of Individual Attributional Process and Self-Transcendence Values

    Thumbnail
    View/Open
    Yang_J_D_2014.pdf (1.689Mb)
    Downloads: 516
    Date
    2014-06-18
    Author
    Yang, Jae Wan
    Metadata
    Show full item record
    Abstract
    The finding of a positive relationship between a set of well-configured commitment human resources practices and performance outcomes at multiple levels of an organization is a well-documented in the strategic human resource management (HRM) literature (e.g., Combs, Lui, Hall, and Ketchen, 2006; Kehoe and Wright, 2013). However, several recent empirical studies (e.g., Liao, Toya, Lepak, and Hong, 2009) find a significant gap between the HR practices organizations report they use and the HR practices employees report they experienced. These more recent findings call into question the extent to which formal HR programs reported by organizational leaders are actually understood and implemented by lower level managers. To the extent that formal HR programs are not fully implemented as intended suggests many organizations may not be getting the full benefits from their HR program investments. The present study addresses this issue by focusing on the problem of HR practices implementation. Drawing on attribution theory, I examine how frontline managers (FLMs) and employees recognize, interpret, and react to commitment HR practices adopted by their organization. Additionally, I tested the influence of the self-transcendence values of FLMs and employees on their attributional processes. In doing so, three models (frontline manager, employee, and multi-level models) were proposed and the hypotheses based on these models were tested. Data collected from 195 employees nested in 61 workgroups provided mixed support for the hypothesized relationships. In the frontline manager, tests of hypotheses revealed that FLMs' awareness of commitment HR programs affected their commitment HR attributions and implementation of commitment HR practices. The employee model showed that employees' awareness of commitment HR practices influenced their commitment HR attributions and organizational citizenship behavior (OCB). However self-transcendence was not a significant moderator in both models. Finally, the multi-level model suggested that FLMs' implementation of commitment HR practices is a significant predictor of employees' commitment HR attributions. The findings contribute to the strategic HRM literature by demonstrating how organizations can implement commitment HR practices to attain unrealized potential benefits of commitment HR practices. The failure to demonstrate the moderating effect of self-transcendence values on attributional process of commitment HR practices presents a continued challenge for future research.
    URI
    http://hdl.handle.net/10919/81104
    Collections
    • Doctoral Dissertations [16358]

    If you believe that any material in VTechWorks should be removed, please see our policy and procedure for Requesting that Material be Amended or Removed. All takedown requests will be promptly acknowledged and investigated.

    Virginia Tech | University Libraries | Contact Us
     

     

    VTechWorks

    AboutPoliciesHelp

    Browse

    All of VTechWorksCommunities & CollectionsBy Issue DateAuthorsTitlesSubjectsThis CollectionBy Issue DateAuthorsTitlesSubjects

    My Account

    Log inRegister

    Statistics

    View Usage Statistics

    If you believe that any material in VTechWorks should be removed, please see our policy and procedure for Requesting that Material be Amended or Removed. All takedown requests will be promptly acknowledged and investigated.

    Virginia Tech | University Libraries | Contact Us