Employee attributions towards human resource practices: Employing sem and multilevel analysis
| dc.contributor.author | Zainudin, Nazrul Nifkuzyaire | |
| dc.date.accessioned | 2015-07-30T00:23:21Z | |
| dc.date.available | 2015-07-30T00:23:21Z | |
| dc.date.issued | 2009 | |
| dc.description.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 | en_US |
| dc.identifier.uri | http://hdl.handle.net/123456789/872 | |
| dc.language.iso | en | en_US |
| dc.title | Employee attributions towards human resource practices: Employing sem and multilevel analysis | en_US |
| dc.type | Thesis | en_US |
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