Explaining variability in employee perceptions of HR practices in strategic HRM research: An integrative review and future outlook

Employee perceptions of human resource (HR) practices have become a central focus in strategic human resource management (HRM) research due to their impact on individual and organizational outcomes. Recent studies highlight the importance of understanding how these perceptions are formed, what they encompass, and why they vary across employees. This special issue of Human Resource Management aims to advance this evolving area of research by focusing on variability in employee perceptions of HR practices. We review the current literature on employee perceptions of HR practices, including (1) theoretical and conceptual clarity of the employee perceptions of HR practices construct, (2) antecedents of these perceptions across multiple levels (i.e., individual, HR department, (line) management, and organizational levels), (3) stakeholder alignment, and (4) the dynamic nature of perceptions of HR practices. We then consolidate existing research by offering an integrated overview based on extant studies, incorporating the four themes featured in this special issue. To guide future research, we present a comprehensive agenda aimed at fostering a more nuanced understanding of employee perceptions of HR practices, thereby enhancing both theoretical insights and practical impact in strategic HRM.