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dc.contributor.authorNishii, Lisa Hisae
dc.contributor.authorLepak, David P.
dc.contributor.authorSchneider, Benjamin
dc.date.accessioned2020-11-17T16:58:26Z
dc.date.available2020-11-17T16:58:26Z
dc.date.issued2007-12-01
dc.identifier.other410980
dc.identifier.urihttps://hdl.handle.net/1813/74775
dc.description.abstractThe construct of Human Resource (HR) Attributions is introduced. We argue that the attributions that employees make about the reasons why management adopts the HR practices that it does have consequences for their attitudes and behaviors, and ultimately, unit performance. Drawing on the strategic HR literature, we propose a typology of five HR-Attribution dimensions. Utilizing data collected from a service firm, we show that employees make varying attributions for the same HR practices, and that these attributions are differentially associated with commitment and satisfaction. In turn, we show that these attitudes become shared within units and that they are related to unit-level organizational citizenship behaviors and customer satisfaction. Findings and implications are discussed.
dc.language.isoen_US
dc.subjecthuman resources
dc.subjectHR practices
dc.subjectcustomer satisfaction
dc.subjectemployee behavior
dc.subjectemployee attitude
dc.subjectattribution
dc.titleEmployee Attributions of the "Why" of HR Practices: Their Effects on Employee Attitudes and Behaviors, and Customer Satisfaction
dc.typearticle
dc.description.legacydownloadsNishii1_employee_attributions.pdf: 3838 downloads, before Oct. 1, 2020.
local.authorAffiliationNishii, Lisa Hisae: lhn5@cornell.edu Cornell University
local.authorAffiliationLepak, David P.: Rutgers University
local.authorAffiliationSchneider, Benjamin: University of Maryland


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