Employee attributions towards human resource practices: Employing sem and multilevel analysis
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Date
2009
Authors
Zainudin, Nazrul Nifkuzyaire
Journal Title
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Abstract
Acting on human resource strategies without considering how the employees individually make
their own attributions regarding human resource practices, which are, in turn, associated with
employees' attitudes, might trigger unwanted employee attitudes. Strategic Human Resource
Management (SHRM) research has shed light on how a specific set of organizational attributes
(human resource practices) can enhance understanding of how employee attribution react to the
signals of underlying human resource strategies (Wright and Lepak, 2007 and Nishii et aI.,
2008). Strategic human resource management research that uses employee self-report to explain
why management adopts human resource practices is well grounded in attribution pertinent to
how employees perceive such practices. This research seeks empirical evidence from local
Institutional Unit Trust Adviser (IUTA) corporate representatives/employees about their
attributions of why managements adopt human resource practices. This research proposes
framework adapted from previous work of Nishii et ai. (2008). Based on previous research, selfexplanations
or attributions employee makes of "what" the management adopts the human
resource practices can be divided into several strategic foci depicted in human resource
attribution typology adapted from Nishii et ai. (2008). This human resource attribution typology
and multilevel analyses are two core methodology of current research. The researcher relied on
data from individual IUTA corporate representatives and each their functional groups to test the
validity of the attributions specified for five human resource areas. The sample size is based on
acceptable Sequential Equation Modeling sample size of 200 respondents. 240 respondents with
title of Unit Trust Consultant took part in the survey and 6 functional groups were determined as
the unit of analyses for group. Sampling procedure used were a mixture of two type of sampling
namely administered self-report and some sampling procedure was drop-off and pick-up. The
main findings were employee attributions variables having significant relationships with
employee attitudes variables except for Federation Malaysian Unit Trust Managers compliance
attribution which resulted in non significance relationship with employee attitudes variable