The DOI matches its Crossref record; 141 of the 142 references it cites were found in a registry or an index.
EMPLOYEE ATTRIBUTIONS OF THE “WHY” OF HR PRACTICES: THEIR EFFECTS ON EMPLOYEE ATTITUDES AND BEHAVIORS, AND CUSTOMER SATISFACTION
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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In the citing paper
“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
In the citing paper
“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]
Citations
Cites
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Cited by
Sorted by citations
Singh, S. K., Giudice, M. D., Chierici, R., & Graziano, D. (2019) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2019.119762 · Cited by 2,483
Developing a capacity for organizational resilience through strategic human resource management
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Metadata
- 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
- 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
- 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 › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Management
- Keywords
- strategic human resource management, employee commitment, job satisfaction, organizational citizenship behavior, customer satisfaction, service companies
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