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Signalling theory as a framework for analysing human resource management processes and integrating human resource attribution theories: A conceptual analysis and empirical exploration
Author(s) -
Guest David E.,
Sanders Karin,
Rodrigues Ricardo,
Oliveira Teresa
Publication year - 2021
Publication title -
human resource management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.44
H-Index - 77
eISSN - 1748-8583
pISSN - 0954-5395
DOI - 10.1111/1748-8583.12326
Subject(s) - attribution , signalling , human resource management , set (abstract data type) , resource (disambiguation) , knowledge management , line management , conceptual framework , human resources , business , psychology , computer science , management , social psychology , sociology , economics , microeconomics , social science , programming language , computer network
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.