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The extensive findings of the previous research support the idea that implementation of Human Resources Management (HRM) practices give rise to positive outputs at organizational level (Combs et al., 2006; Delaney and Huselid, 1996; Delery and Doty, 1996; Huselid and Becker, 1996; Liu, Combs, Ketchen and Ireland, 2007; MacDuffie, 1995; Paul and Anantharaman, 2003). Moreover, the positive results of HRM practices have been seen at the individual level, which is a level of analysis that is often neglected by HRM literature. A limited number of research findings on individual level results show that HRM practices effect employees' attitudes such as organizational commitment, job satisfaction and individual performance positively (Demirtaş, 2014) and can reduce work alienation in the long term (Tonks and Nelson, 2008).

i̇şletme araştırmaları dergisi

İnsan Kaynakları Yönetimi Uygulamalarının İşe Yabancılaşma Üzerindeki Etkisi: Sessizliğin ve Ayrımcılığın Düzenleyicilik Rolü - The Moderated Moderation Role of Employee Silence and Discrimination on the Effect of Human Resource Management Practices on Work Alienation