An interpersonal perspective on HR attributions: Examining the role of line managers, coworkers, and similarity in work-related motivations

S. Beijer*, Karina van de Voorde, M. Tims

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

Abstract

Given that various studies have linked Human Resource (HR) attributions to important individual and organizational outcomes, the question that arises is what causes these HR attributions. By taking an interpersonal perspective it is examined how employees both individually as well as collectively interpret HR practices. Based on social information processing theory this study among 87 line manager–employee–coworker triads shows that line managers affect HR attributions of employees, and that employees also mutually influence each other’s HR attributions. This mutual influence process between coworkers is strengthened by similarity in work-related motivations. Our findings support the proposition that employees’ social environment at work, particularly their line manager and coworker, matters in HR attribution processes. This stresses the importance of considering the social environment at work to more fully understand the factors that shape employees’ understandings of HR practices.
Original languageEnglish
Article number1509
Number of pages10
JournalFrontiers in Psychology
Volume10
DOIs
Publication statusPublished - 2019

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Information Theory

Keywords

  • ANTECEDENTS
  • ATTITUDES
  • BEHAVIORS
  • EMPLOYEE ATTRIBUTIONS
  • HR attributions
  • HUMAN-RESOURCE MANAGEMENT
  • OUTCOMES
  • PERCEPTIONS
  • PERFORMANCE
  • STRENGTH
  • SYSTEMS
  • interpersonal perspective
  • line manager
  • motivation
  • multilevel modeling
  • strategic HRM
  • worker

Cite this

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title = "An interpersonal perspective on HR attributions: Examining the role of line managers, coworkers, and similarity in work-related motivations",
abstract = "Given that various studies have linked Human Resource (HR) attributions to important individual and organizational outcomes, the question that arises is what causes these HR attributions. By taking an interpersonal perspective it is examined how employees both individually as well as collectively interpret HR practices. Based on social information processing theory this study among 87 line manager–employee–coworker triads shows that line managers affect HR attributions of employees, and that employees also mutually influence each other’s HR attributions. This mutual influence process between coworkers is strengthened by similarity in work-related motivations. Our findings support the proposition that employees’ social environment at work, particularly their line manager and coworker, matters in HR attribution processes. This stresses the importance of considering the social environment at work to more fully understand the factors that shape employees’ understandings of HR practices.",
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author = "S. Beijer and {van de Voorde}, Karina and M. Tims",
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language = "English",
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journal = "Frontiers in Psychology",
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An interpersonal perspective on HR attributions : Examining the role of line managers, coworkers, and similarity in work-related motivations. / Beijer, S.; van de Voorde, Karina; Tims, M.

In: Frontiers in Psychology, Vol. 10, 1509, 2019.

Research output: Contribution to journalArticleScientificpeer-review

TY - JOUR

T1 - An interpersonal perspective on HR attributions

T2 - Examining the role of line managers, coworkers, and similarity in work-related motivations

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AU - van de Voorde, Karina

AU - Tims, M.

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N2 - Given that various studies have linked Human Resource (HR) attributions to important individual and organizational outcomes, the question that arises is what causes these HR attributions. By taking an interpersonal perspective it is examined how employees both individually as well as collectively interpret HR practices. Based on social information processing theory this study among 87 line manager–employee–coworker triads shows that line managers affect HR attributions of employees, and that employees also mutually influence each other’s HR attributions. This mutual influence process between coworkers is strengthened by similarity in work-related motivations. Our findings support the proposition that employees’ social environment at work, particularly their line manager and coworker, matters in HR attribution processes. This stresses the importance of considering the social environment at work to more fully understand the factors that shape employees’ understandings of HR practices.

AB - Given that various studies have linked Human Resource (HR) attributions to important individual and organizational outcomes, the question that arises is what causes these HR attributions. By taking an interpersonal perspective it is examined how employees both individually as well as collectively interpret HR practices. Based on social information processing theory this study among 87 line manager–employee–coworker triads shows that line managers affect HR attributions of employees, and that employees also mutually influence each other’s HR attributions. This mutual influence process between coworkers is strengthened by similarity in work-related motivations. Our findings support the proposition that employees’ social environment at work, particularly their line manager and coworker, matters in HR attribution processes. This stresses the importance of considering the social environment at work to more fully understand the factors that shape employees’ understandings of HR practices.

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KW - ATTITUDES

KW - BEHAVIORS

KW - EMPLOYEE ATTRIBUTIONS

KW - HR attributions

KW - HUMAN-RESOURCE MANAGEMENT

KW - OUTCOMES

KW - PERCEPTIONS

KW - PERFORMANCE

KW - STRENGTH

KW - SYSTEMS

KW - interpersonal perspective

KW - line manager

KW - motivation

KW - multilevel modeling

KW - strategic HRM

KW - worker

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