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How Line Management Intentions Become Employee Perceptions: Conceptualizing the Role of Frames in HRM System Strength
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BibTeX
@MISC{Bos-nehles_howline,
author = {Anna Bos-nehles and Tanya Bondarouk},
title = {How Line Management Intentions Become Employee Perceptions: Conceptualizing the Role of Frames in HRM System Strength},
year = {}
}
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Abstract
Abstract. This paper conceptualizes the linkages between the normative foundations that underpin HRM system strength, insights from cognitive psychology, social exchange theory, and the leader-member exchange concept in order to bridge the gap between HRM intentions and the organizational reality. We start our arguments from the notion of HRM system strength [1] that marks the break from the traditional content-based view of HRM, and moves on to view HRM as a process. We continue with the input from cognitive psychology that postulates that it is organizational members ‟ perceptions, filtered through existing mental frames, which form the basis for the interpretation and shaping of organizational issues [2] such as HRM. More specifically, we build on the notion of “HRM frames ” [3], where the HRM within an organization can have different connotations depending on the interpretations of the key groups of people involved (line managers and employees).
Keyphrases
hrm system strength cognitive psychology normative foundation different connotation organizational member perception leader-member exchange concept hrm frame line manager organizational reality key group traditional content-based view social exchange theory organizational issue mental frame hrm intention
