دانلود رایگان مقاله بینش تجربی در مورد ماهیت هم افزایی سیاست مدیریت منابع انسانی

abstract

In the last years, several HRM scholars have theoretically support the idea that the policies bundled in an HRM system present synergistic effects. Surprisingly, empirical studies about those synergistic effects are scarce, and their results unstable. As a result, some critical voices in the HR field are questioning the idea of synergies among HR policies, and calling for more research which does not take them for granted. Addressing this gap, this study tests the existence and nature of synergies in HRM systems targeted at improving the employees' perception of benevolent and principled ethical climates. Results from a probabilistic sample of 6000 employees from 6 European countries highlight that synergies occur both for benevolent and principled ethical climates, even if the specific components of the HRM system presenting synergistic effects are different in the two cases. Implications of the findings for HRM practice are presented and discussed.

4. Discussion

Previous research provides unstable evidence about the existence of synergistic effects among the components of HRM systems (e.g. Chadwick, 2010). Following several calls in recent HRM literature (e.g. Boxall, 2013; Posthuma et al., 2013), our study sought to test whether the AMO components of HRM systems targeting organizational ethics present independent or synergistic effects on two key outcomes, i.e. the employee perception of benevolent and principled ethical climates. Our study provides robust and large scale evidence of synergistic effects among the AMO policy domains in HRM systems targeting organizational ethics. Specifically, three (out of six) interactions have proven significant in terms of fit and magnitude of effects for benevolent and principled ethical climates. Earlier synergistic claims (e.g. Jiang et al., 2012), thus, can be transferred only partially to the so-far unexplored outcome of ethical climates.