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

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Consequences of unit-level organizational citizenship behaviors: A review and recommendations for future research (2014, background): “Some studies (e.g., Ehrhart et al., 2006; Lin & Peng, 2010; Nishii et al., 2008; Podsakoff, Ahearne, & MacKenzie, 1997; Podsakoff, MacKenzie, 1994; Yu & Cable, 2011) have examined the relationships between individual OCB dimensions (e.”
Unlocking the black box: exploring the link between high-performance work systems and performance. (2011, background): “(p. 179) Related, recent research by Lepak et al. (2006), Macky and Boxall (2007), Morrison (1996), Nishii et al. (2008), Takeuchi et al. (2009), and Wu and Chaturvedi (2009) has emphasized the notion that the path through which HR systems impact higher level outcomes crosses levels of analysis and…”
Employee reactions to talent management: Assumptions versus evidence (2018, background): “From a theoretical perspective, HR attributions is also an interesting moderator for research on employee reactions to TM because the consistency of HR attribution perceptions has been argued to evidence the alignment of HR practices (Nishii et al., 2008).”