Does HRM's reality fit with those of others? Exploring and understanding HR attributions

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dc.authoridÖZÇELİK, GAYE/0000-0002-7130-8534
dc.authorwosidÖZÇELİK, GAYE/U-9106-2018
dc.contributor.authorOzcelik, Gaye
dc.contributor.authorUyargil, Cavide
dc.date.accessioned2024-07-18T20:47:17Z
dc.date.available2024-07-18T20:47:17Z
dc.date.issued2022
dc.departmentİstanbul Bilgi Üniversitesien_US
dc.description.abstractPurpose The purpose of this paper is to contribute to the existing literature by providing insights about how employees make attributions about the reasons why management adopts HRM practices based on a case study of a company in Turkey. Design/methodology/approach The case study was carried out through semi-structured interviews with multiple employee groups aimed at capturing a broad range of perspectives. The data were processed by way of categorical and frequency analyses, which are forms of content analysis. Findings Non-managerial employees make similar attributions regarding recruitment and selection, training, performance as well as career development and benefits. Research limitations/implications Acknowledging different views regarding the changing nature of employees' attributions, qualitative longitudinal research would provide more rigorous analysis in terms of ascertaining whether there are any alterations in employees' attitudes towards HRM practices over time. Practical implications Management and practitioners can draw valuable insights from the fact that when the meanings attached to HR practices by different employee groups are agreed upon, this may lead to their more enthusiastic involvement with these practices. Originality/value This study examines employees' attributions regarding HR practices through a case study. It provides evidence that when employees ascribe positive meanings to such practices, they are more committed to them and this may promote more favourable outcomes regarding HR efforts.en_US
dc.identifier.doi10.1108/PR-03-2020-0115
dc.identifier.endpage229en_US
dc.identifier.issn0048-3486
dc.identifier.issn1758-6933
dc.identifier.issue1en_US
dc.identifier.scopus2-s2.0-85099752022en_US
dc.identifier.scopusqualityQ1en_US
dc.identifier.startpage210en_US
dc.identifier.urihttps://doi.org/10.1108/PR-03-2020-0115
dc.identifier.urihttps://hdl.handle.net/11411/7758
dc.identifier.volume51en_US
dc.identifier.wosWOS:000613118300001en_US
dc.identifier.wosqualityQ2en_US
dc.indekslendigikaynakWeb of Scienceen_US
dc.indekslendigikaynakScopusen_US
dc.language.isoenen_US
dc.publisherEmerald Group Publishing Ltden_US
dc.relation.ispartofPersonnel Reviewen_US
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/closedAccessen_US
dc.subjectAttribution Theoryen_US
dc.subjectHr Attributions (Hras)en_US
dc.subjectHuman Resource Management Practicesen_US
dc.subjectEmployees' Attribution Of Hr Practicesen_US
dc.subjectCase Studyen_US
dc.subjectPerformance Work Systemsen_US
dc.subjectExecutives Perceptionsen_US
dc.subjectEmployee Attributionsen_US
dc.subjectMotivationen_US
dc.subjectCommitmenten_US
dc.subjectAttitudesen_US
dc.subjectFirmsen_US
dc.subjectLineen_US
dc.titleDoes HRM's reality fit with those of others? Exploring and understanding HR attributionsen_US
dc.typeArticleen_US

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