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Cited by 1,410Job Satisfaction and Organizational BehaviorHuman Resource and Talent ManagementEmployee Performance and Management

EMPLOYEE ATTRIBUTIONS OF THE “WHY” OF HR PRACTICES: THEIR EFFECTS ON EMPLOYEE ATTITUDES AND BEHAVIORS, AND CUSTOMER SATISFACTION

NISHII, LISA H., LEPAK, DAVID P., SCHNEIDER, BENJAMIN·2008·Personnel Psychology
DOI 10.1111/j.1744-6570.2008.00121.x
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Abstract

The 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 5 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.

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Crossref · 10.1111/j.1744-6570.2008.00121.x

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141 of 141 references verified0 citation errors · 0 not checkable

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  • Employee attributions about the reasons for HR practices, such as perceived authenticity of diversity initiatives, influence employee attitudes and behaviors.

    “A parallel is found in the broader HR literature; employee attributions about the reasons for certain HR practices, such as the perceived authenticity of diversity initiatives (Smith, Morgan, King, Hebl, & Peddie, 2012), influence employee attitudes and behaviors (Nishii, Lepak, & Schneider, 2008).”

    From The Participation of People with Disabilities in the Workplace Across the Employment Cycle: Employer Concerns and Research Evidence (2020) · cites this paper as Nishii, Lepak, & Schneider, 2008

  • What shapes employee and candidate attitudes is not the practice itself but the attribution people make about why it exists.

    “What shapes employee and candidate attitudes is not the practice itself but the attribution people make about why it exists [36], and candidate reaction reviews point the same way.”

    From Borrowed Competence: When AI-Driven HR Builds Startups’ People Capability and When It Hollows It Out (2026) · cites this paper as [36]

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Authors
NISHII, L. H., LEPAK, D. P., & SCHNEIDER, B.
Affiliations
  • Cornell University (US)
  • University of Bath (GB)
Corresponding author
NISHII, LISA H.
ORCID
SCHNEIDER, BENJAMIN
Venue
Personnel Psychology
Publisher
Wiley
Published
2008-09
Volume
61
Issue
3
Pages
503-545
ISSN
  • 0031-5826 (ISSN-L)
  • 1744-6570
DOI
10.1111/j.1744-6570.2008.00121.x
OpenAlex
W2000010977
Cited by
1,410
References
142
Citations by year
2026: 100 · 2025: 82 · 2024: 99 · 2023: 105 · 2022: 95 · 2021: 112 · 2020: 100 · 2019: 94 · 2018: 85 · 2017: 77 · 2016: 87 · 2015: 75 · 2014: 84 · 2013: 67 · 2012: 62
FWCI
55.19
Type
journal article
Language
en
Open access
closed
Licence
onlinelibrary.wiley.com/termsAndConditions#vor (vor, 2 d)
Locations
  • Personnel Psychology (publishedVersion)
  • eCommons (Cornell University) (submittedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Human Resource and Talent Management
  • Social Sciences › Human Factors and Ergonomics › Employee Performance and Management
Keywords
strategic human resource management, employee commitment, job satisfaction, organizational citizenship behavior, customer satisfaction, service companies

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