Line manager implementation and employee HR attributions mediating mechanisms in the HRM system—Organizational performance relationship: A multilevel and multipath study

Anastasia A. Katou*, Pawan S. Budhwar, Charmi Patel

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

Abstract

Drawing on the attribution and social exchange theories, this study by proposing an integrated multilevel and multipath framework examines the impact of HRM content on organizational performance, through the serially mediating mechanisms of HR strength, line manager HR implementation, and employee HR attributions. Using a sample of 158 Greek private organizations and having data from senior managers, line managers, and employees, we conducted a multilevel path analyses via Mplus. We found that between organizations (a) HR strength fully mediates the relationship between HRM content and line manager HR implementation, (b) line manager HR implementation fully mediates the relationship between HR strength and employee HR attributions, and (c) employee HR attributions fully mediate the relationship between line manager HR implementation and organizational performance. Accordingly, this study advances prior knowledge by examining an integrated research pathways framework that has largely been investigated in isolation.
Original languageEnglish
JournalHuman Resource Management Journal
Early online date31 Oct 2020
DOIs
Publication statusE-pub ahead of print - 31 Oct 2020

Keywords

  • HR strength
  • HRM content
  • employee HR attributions
  • line manager implementation
  • organizational performance

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