Signalling theory as a framework for analysing human resource management processes and integrating human resource attribution theories: A conceptual analysis and empirical exploration

TY - JOUR

T1 - Signalling theory as a framework for analysing human resource management processes and integrating human resource attribution theories

T2 - A conceptual analysis and empirical exploration

AU - Guest, David E.

AU - Sanders, Karin

AU - Rodrigues, Ricardo

AU - Oliveira, Teresa

PY - 2020

Y1 - 2020

N2 - Signalling theory is presented as an approach to advance the study of human resource management (HRM) processes highlighting line managers as signallers of HR messages and employees as receivers. Signalling theory is also offered as a framework to integrate the two attributional approaches to HRM focusing on HRM strength and HR attributions. A study of employees in 83 bank branches confirms that strong HR signals, reflected in implementation of a coherent set of high-commitment HR practices and consensus about their implementation have a positive association with the HR attributions and attitudes of employees as signal receivers. We found no link with branch performance. The study confirms the utility of signalling theory as a framework for advancing our understanding of HR processes.

AB - Signalling theory is presented as an approach to advance the study of human resource management (HRM) processes highlighting line managers as signallers of HR messages and employees as receivers. Signalling theory is also offered as a framework to integrate the two attributional approaches to HRM focusing on HRM strength and HR attributions. A study of employees in 83 bank branches confirms that strong HR signals, reflected in implementation of a coherent set of high-commitment HR practices and consensus about their implementation have a positive association with the HR attributions and attitudes of employees as signal receivers. We found no link with branch performance. The study confirms the utility of signalling theory as a framework for advancing our understanding of HR processes.

KW - attribution theory

KW - employee attitudes

KW - high-commitment HRM

KW - HR attributions

KW - HRM strength

KW - line managers

KW - signalling theory

UR - http://www.scopus.com/inward/record.url?scp=85096679618&partnerID=8YFLogxK

U2 - 10.1111/1748-8583.12326

DO - 10.1111/1748-8583.12326

M3 - Article

AN - SCOPUS:85096679618

SN - 0954-5395

JO - HUMAN RESOURCE MANAGEMENT JOURNAL

JF - HUMAN RESOURCE MANAGEMENT JOURNAL

ER -