Abstract:
Purpose – The purpose of this paper is to explore the relationship between
employees' perceptions of a particular subsystem of HRM practices (performance
management) and their commitment to the organisation. In addition, the study
seeks to examine the mechanisms by which these perceptions translate into
employee attitudes and behaviours. Design/methodology/approach – A total of 524
questionnaire responses were collected from four organisations in the UK.
Findings – The findings show that the link between employee experiences of high
commitment performance management (HCPM) practices and their level of commitment
is strongly mediated by related perceptions of organisational justice. In
addition, the level of employee trust in the organisation is a significant
moderator. Research limitations/implications – This is a cross-sectional study
based on self-report data, which limits the reliability of the findings. The
findings may also be specific to a particular context. However, the results by
company support their generalisability. Practical implications – The findings
lead one to believe that it is essential to observe the actual experiences of
HCPM practices and outcomes at employee level, and to consider the broader
organisational context, if one is to understand their effects on performance.
Originality/value – When exploring the impact of high commitment work practices
on firm performance, little attention has been paid to the employee perspective:
employees ultimately are the recipients of an organisation's HRM practices, and
as such their perceptions of these practices affect their attitudes and
behaviour in th
