Through the looking glass: the complex mediation of perceived HRM and employee outcomes

Matthew Sykes; Andrew A. Heys

doi:10.5465/AMBPP.2019.17380abstract

Through the looking glass: the complex mediation of perceived HRM and employee outcomes

Matthew Sykes, Andrew A. Heys

Research output: Chapter in Book/Report/Conference proceeding › Conference proceeding contribution › peer-review

Abstract

The link between HRM practices as perceived by employees and employee behavioral outcomes draws increasing attention from researchers. This relationship plays a key and central role in explaining the broader question of the relationship between HRM and organizational performance. It is through this relationship that the delivery of HR practices translates into behaviors. However, the mediation of the relationship is not well understood. Adopting a parallel and serial multiple mediation approach, this study provides new evidence for the way in which the perceived HRM-employee outcome relationship is mediated. Findings suggest that the mediated relationship includes both bi-directional, reciprocal mediator interactions, and sequential mediator interactions, which mediate the perceived HRM-employee outcome relationship

Original language	English
Title of host publication	Academy of Management Proceedings
Number of pages	1
Volume	2019
DOIs	https://doi.org/10.5465/AMBPP.2019.17380abstract
Publication status	Published - 1 Aug 2019
Event	Annual Meeting of the Academy of Management (79th : 2019): Understanding the Inclusive Organization - Boston, United States Duration: 9 Aug 2019 → 13 Aug 2019

Conference

Conference	Annual Meeting of the Academy of Management (79th : 2019)
Country/Territory	United States
City	Boston
Period	9/08/19 → 13/08/19

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10.5465/AMBPP.2019.17380abstractLicence: Unspecified

Cite this

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title = "Through the looking glass: the complex mediation of perceived HRM and employee outcomes",

abstract = "The link between HRM practices as perceived by employees and employee behavioral outcomes draws increasing attention from researchers. This relationship plays a key and central role in explaining the broader question of the relationship between HRM and organizational performance. It is through this relationship that the delivery of HR practices translates into behaviors. However, the mediation of the relationship is not well understood. Adopting a parallel and serial multiple mediation approach, this study provides new evidence for the way in which the perceived HRM-employee outcome relationship is mediated. Findings suggest that the mediated relationship includes both bi-directional, reciprocal mediator interactions, and sequential mediator interactions, which mediate the perceived HRM-employee outcome relationship",

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N2 - The link between HRM practices as perceived by employees and employee behavioral outcomes draws increasing attention from researchers. This relationship plays a key and central role in explaining the broader question of the relationship between HRM and organizational performance. It is through this relationship that the delivery of HR practices translates into behaviors. However, the mediation of the relationship is not well understood. Adopting a parallel and serial multiple mediation approach, this study provides new evidence for the way in which the perceived HRM-employee outcome relationship is mediated. Findings suggest that the mediated relationship includes both bi-directional, reciprocal mediator interactions, and sequential mediator interactions, which mediate the perceived HRM-employee outcome relationship

AB - The link between HRM practices as perceived by employees and employee behavioral outcomes draws increasing attention from researchers. This relationship plays a key and central role in explaining the broader question of the relationship between HRM and organizational performance. It is through this relationship that the delivery of HR practices translates into behaviors. However, the mediation of the relationship is not well understood. Adopting a parallel and serial multiple mediation approach, this study provides new evidence for the way in which the perceived HRM-employee outcome relationship is mediated. Findings suggest that the mediated relationship includes both bi-directional, reciprocal mediator interactions, and sequential mediator interactions, which mediate the perceived HRM-employee outcome relationship

U2 - 10.5465/AMBPP.2019.17380abstract

DO - 10.5465/AMBPP.2019.17380abstract

M3 - Conference proceeding contribution

VL - 2019

BT - Academy of Management Proceedings

Y2 - 9 August 2019 through 13 August 2019

ER -

Through the looking glass: the complex mediation of perceived HRM and employee outcomes

Abstract

Conference

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