| Abstrakt: |
Line manager HRM implementation, also labelled as the real or actual HRM, has received the increasing attention in the past decades. This study contributes to the line manager HRM implementation research by theorizing the attributions of line manager HRM implementation and its impact on employee attitudes and behaviors. Drawing on social exchange theory and the approach-avoidance framework, this study establishes a series of mediation models to explain how and why employees' perceived attributions of line managers HRM implementation influence employees' withdrawn behaviors, including knowledge hiding and unethical pro-organizational behavior (UPB). The attributions of line manager HRM implementation influence employees' motivations towards opportunities (approach or avoidance orientation), which are linked to their identification with organisations, ultimately to their behaviors at work. The mediation models are tested via two studies. In Study 1 with three-wave data collection from 303 employees, attributions of line manager HRM implementation are found to be correlated with knowledge hiding mediated by organizational identification. Using four-wave data collection from 738 employees, Study 2 extends Study 1 by finding the pathway through which employees' perceived attributions of line manager HRM implementation influence organizational identification, i.e., approach and avoidance orientation. Overall, this research contributes to HRM research by investigating the perceived why of and how line manager HRM implementation and its impact on employee motivation, cognition, and behaviors. [ABSTRACT FROM AUTHOR] |
