Putting Strategic Human Resource Management in Context: A Contextualized Model of High Commitment Work Systems and its Implications in China
University of New South Wales (UNSW)
Patrick M. Wright
affiliation not provided to SSRN
March 1, 2011
Management and Organization Review, Vol. 7, No. 1, pp. 153-174, 2011
This study contributes to strategic human resource management (HRM) research by offering a contextualized model of HRM effectiveness. Building on HR attribution theory, we propose that the high commitment work system will be more effective in a context when: (i) employees are conditioned to trust employers and (ii) regulatory institutions are less restrictive, giving management more autonomy in human resource decisions. In such contexts, we argue that employees are more inclined to view the high commitment work system as an expression of the employer's genuine concern for employees. Hence, employees are more likely to reciprocate with high commitment. We find our contextualized HRM effectiveness model particularly useful in understanding HRM – firm performance relations in China where business environments are currently under transformation on both trust and regulations.
Number of Pages in PDF File: 22
Keywords: context, high commitment work system, HR attribution theory, regulatory environment, strategic human resource management, trustAccepted Paper Series
Date posted: March 14, 2011
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