The Link between HR Attributions and Employees’ Turnover Intentions

Juliana Caesaria Tandung
(Submitted 19 February 2016)
(Published 19 February 2016)

Abstract


Human Resources Management (HRM) is part of the organizational functions that contribute to the effectiveness of a firm’s performance, and brings an organization a competitive advantage through the implementation of its Human Resources (HR) practices. HR practices adopted by management are perceived or attributed subjectively by individual employees, and can in turn affect the employees’ attitudes and behavior (e.g. Job satisfaction and turnover intention). The purpose of this study is to contribute to the process-based approach by investigating the effect of HR attributions on turnover intentions, with job satisfaction playing a mediating role. The analysis is on the individual level, with 454 respondents from various organizations within the Netherlands. The results show that HR attributions can affect the turnover intention, through the presence of job satisfaction. Thus, it can be said that it is important to always consider the employees’ attitudes and behavior when examining their perception of HR practices, and in predicting their intention to leave.

Full Text: PDF

DOI: 10.22146/gamaijb.9287

References


Arthur, J. B. 1992. The link between business strategy and industrial relations systems in American steel mini mills. Industrial and Labor Relations Review 45 (3): 488–506.

Arthur, J. B. 1994. Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal 37: 670–687.

Blau, P. 1964. Exchange and power in social life. New York: Wiley.

Bliese, P. D. 2000. Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. In Klein K. J., and S. W. J. Kozlowski (Eds.), Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions: 349-377. San Francisco: Jossey-Bass.

Boselie P., and V. A. Wiele. 2001. Employee perceptions of HRM and TQM and the effects on satisfaction and intention to leave. ERIM Report Series Research in Management. ERS-2001-42-ORG.

Boselie P., and V. A. Wiele. 2002. High performance work systems: ‘Research on research’ and the stability of factors over time. ERIM Report Series Research in Management. ERS-2002-44-ORG.

Bowen, D. E., and C. Ostroff. 2000. Moving HR to a higher level: HR practices and organizational effectiveness. Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions: 211-256. San Francisco: Jossey-Bass.

Bowen, D. E., and C. Ostroff. 2004. Understanding HRM-firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review 29 (2): 203–221.

Chen, D., and Z. Wang. 2014. The effects of human resource attributions on employee outcomes during organizational change. Social Behavior and Personality 42 (9): 1431-1444.

Clark, A., Y. Georgellis, and P. Sanfey. 1998. Job satisfaction, wage changes and quitting: Evidence from Germany. Research in Labor Economics 17: 95–121.

Colarelli, S. M . 1984. Methods of communication and mediating processes in realistic job previews. Journal of Social Psychology 69 (4): 633-642.

De Moura, G. R., D. Abrams, C. Retter, S. Gunnarsdottir, and K. Ando. 2008. Identification as an organizational anchor: How identification and job satisfaction combine to predict turnover intention. European Journal of Social Psychology 39: 540–557.

Freeman, R. B. 1978. Job satisfaction as an economic variable, American Economic Review: Papers and Proceedings 68: 135–141.

Fontinha, R., M. J. Chambel, and N. De Cuyper. 2012. HR attributions and dual commitment of outsourced IT workers. Personel Review 41 (6): 832-848.

Guest, D. E. 2011. Human resource management and performance: Still searching for some answers. Human Resource Management Journal 21: 3–13.

Hilton, D. J., and B. R. Slugoski. 1986. Knowledge-based causal attribution: The abnormal conditions focus model. Psychological Review 93: 75–88.

Huselid, M. A. 1995. The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal 38 (3): 635–672.

Jackson, S. E., and R. S. Schuler. 1995. Understanding human resource management in the context of organizations and their environments. Annual Review of Psychology 46: 237–264.

Jaros, S. J. 1997. An assessment of Meyer and Allen’s (1991) three-component model of organizational commitment and turnover intentions. Journal of Vocational Behavior 51: 319-337.

Jones M. K., R. J. Jones, P. L. Latreille, and P. J. Sloane. 2009. Training, job satisfaction, and workplace performance in Britain: Evidence from WERS 2004. Labour 23 (Special Issue): 139–175.

Kelley, H. H. 1967. Attribution theory in social psychology. In D. Levine (ed.), Nebraska Symposium on Motivation (Volume 15, pp. 192-238).

Kelley, H. H., and J. L. Michela. 1980. Attribution theory and research. Annual Review of Psychology 31: 457–501.

Kim, S. 2012. The impact of human resource management on state government IT employee turnover intentions. Public Personnel Management 41 (2): 257.

Koster, F., A. de Grip, and D. Fouarge. 2009. Does Perceive Support in Employee Development Affect Personnel Turnover? Maastricht University RM/09/048.

Koys, D. J. 1988. Human resource management and a culture of respect: Effects of employees’ organizational commitment. Employee Rights and Responsibilities Journal 1: 57–68.

Koys, D. J. 1991. Fairness, legal compliance, and organizational commitment. Employee Rights and Responsibilities Journal 4 (4): 283–291.

Kroon, B., K. van de Voorde, M. van Veldhoven. 2009. Cross-level effects of high-performance work practices on burnout. Personel Review 38 (5): 509-525.

Locke, E. 1976. Nature and causes of job satisfaction. In M. D. Dunnette (Ed.), Handbook of Industrial and Organizational Psychology. Chicago: Rand McNally.

Lord, R. G., and J. E. Smith. 1983. Theoretical, information processing, and situational factors affecting attribution theory models of organizational behavior. Academy of Management Review 8 (1): 50–60.

MacKinnon, D. P., A. J. Fairchild, and M. S. Fritz. 2007. Mediation analysis. Annual Review of Psychology 58: 593-614.

Mahdi, A. F., M. Z. M. Zin, M. R. M. Nor, A. A. Sakat, A. S. A. Naim. 2012. The relationship between job satisfaction and turnover intention. American Journal of Applied Sciences 9 (9): 1518-1526.

Mbah, S. E., and C. O. Ikemefuna. 2012. Job satisfaction and employees’ turnover intentions in total Nigeria plc. in Lagos state. International Journal of Humanities and Social Science 2 (14).

Mitchel, J. O. 1981. The effect of intentions, tenure, personal, and organizational variables on managerial turnover. Academy of Management Journal 24 (4): 742 – 751.

Nishii, L. H., and P. M. Wright. 2007. Variability within organizations: Implications for strategic human resource management. Center for Advanced Human Resource Studies (CAHRS) Working Paper Series 1-1-2007.

Nishii, L. H., D. P. Lepak, and B. Schneider. 2008. Employee attributions of the “why” of HR practices: Their effects on employee attitudes and behaviors, and customer satisfaction. Personnel Psychology 61 (3): 503-546.

Park, H. Y., J. Ofori-Dankwa, and D. B. Ramirez. 1994. Organizational and environmental determinants of functional and dysfunctional turnover: Practical and research implications. Human Relations 47: 353-367.

Piening, E. P., A. M. Baluch, and H-G. Ridder. 2014. Mind the intended-implemented gap: understanding employees’ perceptions of HRM. Human Resource Management 53 (4): 545-567.

Saeed, I., M. Waseem, S. Sikander,and M. Rizwan. 2014. The relationship of turnover intention with job satisfaction, job performance, leader member exchange, emotional intelligence and organizational commitment. International Journal of Learning and Development 4 (2). DOI: 10.5296/ijld.v4i2.6100.

Sanders, K., and H. Yang. 2015. The HRM process approach: The influence of employees’ attribution to explain the HRM-performance relationship. Wiley Periodicals, Inc. DOI: 10.1002/hrm.21661.

Schwab, D. P. 1991. Contextual variables in employee performance-turnover relationships. Academy of Management Journal 34: 966-975.

Spector, P. E. 1997. Job Satisfaction: Application, Assessment, Causes, and Consequences. Thousand Oaks, California: Sage Publications, Inc.

Subramony, M. 2009. A meta-analytic investigation of the relationship between HRM bundles and firm performance. Human Resource Management 48: 745-768.

Tsui, A. S., J. L. Pearce, L. W. Porter, and A. M. Tripoli. 1997. Alternative approaches to the employee-organization relationship: Does investment in employees pay off? Academy of Management Journal 40 (5): 1089–1121.

van Buren III, H. J., M. Greenwood, and C. Sheehan. 2011. Strategic human resource management and the decline of employee focus. Human Resource Management Review 21: 209-219.

Vandenberg, R. J., and J. B. Nelson. 1999. Disaggregating the motives underlying turnover intentions: When do intentions predict turnover behavior? Human Relations 52: 1313-1336.

Vroom, V. H. 1966. Organizational choice: A study of pre- and post-decision processes. Organizational Behavior and Human Performance 1: 212-225.

Wang, Y. D., C. Yang, and K. Y. Wang. 2012. Comparing public and private employees’ job satisfaction and turnover. Public Personnel Management 41 (3): 557.

Wanous, J. P., A/ E. Reichers, and M. J. Hudy. 1997. Overall job satisfaction: How good are single-item measures? Journal of Applied Psychology 82 (2): 247-252.

Wright, P. M., G. C. McMahan and A. McWilliams. 1994. Human resources and sustained competitive advantage: A resource-based perspective. International Journal of Human Resource Management 5: 301–326.


Refbacks

  • There are currently no refbacks.




Copyright (c) 2016 Gadjah Mada International Journal of Business

Creative Commons License
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.