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dc.contributor.authorEijnde, MMJ van den-
dc.description.abstractIn the recent years, there has been much research on the relationship between Human Resource Management and organizational performance. Although this relationship still has many uncertainties, the glass box according to Purcell and Kinnie (2007), the assumption exist that employee’s attitudes and behaviors influences the relationship between HRM and organizational performance. But, in addition to attitude and behavior, some researchers have the option that employee’s perceptions about and interpretations of HRM activities also play an important role within an organization. These perceptions are referred to as HRM attributions. This are the perceptions that employees have about the goals and intentions behind the HRM activities. This study seeks to extend the research of those HRM attributions. This is done by examining and focusing on two types of antecedents that may influence the formation of HRM attributions, namely the HRM attributions of managers and the relationship between the relevant manager and an employee (LMX). To answer this question a distinction has been made between commitment- and control attributions. This is according to Nishii, Lepak and Schneider (2008). To achieve results, there is a quantitative study conducted with questionnaires (cross-sectional) sent among managers and employees. Previous studies mostly used the response of HR Professionals or (top)managers. In other words, previous research has been done from a managerial or macro perspective. This perspective has recently been criticized because of the lack of interest in the perceptions of employees. According to Brigitte Kroon is more than half of the Netherlands working in smaller companies, in which the owner of line manager is often responsible for implementing HRM policies. That is the reason why we take the middle or small-sized enterprises as a basis in this study. This means that the study is conducted on 319 middle or small-sized companies in South-East Brabant and Limburg. The final response rate is 21 managers and 49 employees. The analysis took place on an individual level, which means that the managers data is disaggregated to employee level. The results of this study seem to indicate that HRM attributions of managers actually influence HRM attributions of employees. Also here has made the distinction between commitment and control HRM attributions. In concrete terms, the higher the HRM attribution of managers, the higher the HRM attribution of the staff, focusing on commitment or control. Subsequently is LMX added as moderating factor. The results of the variance analysis shows us that a high LMX has a amplifying effect on HRM attributions of employees focused on commitment. At the level of control-oriented attributions, a high LMX has a debilitating impact on HRM attributions of employees focused on control. Based on the results and the discussion with the theory, there is written an conclusion and some recommendations for future research. The main advice is to pay more attention in future research for the middle or small-sized companies, since it concerns more than half of the workforce in the Netherlands.en_US
dc.publisherOpen Universiteit Nederlanden_US
dc.titleHRM attributies en LMX: is er een verband? Een empirisch onderzoek naar het verband tussen HRM attributies van leidinggevenden en medewerkers en de modererende rol van LMX binnen de midden-klein bedrijven in Zuid-Oost Nederland.en_US
dc.typeMaster thesisen_US
Appears in Collections:MSc Management Science

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