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An Integrative HRM Process Theorization: Beyond Signalling Effects and Mutual Gains
Author(s) -
Ehrnrooth Mats,
Björkman Ingmar
Publication year - 2012
Publication title -
journal of management studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 4.398
H-Index - 184
eISSN - 1467-6486
pISSN - 0022-2380
DOI - 10.1111/j.1467-6486.2012.01055.x
Subject(s) - value (mathematics) , perspective (graphical) , process (computing) , identity (music) , empirical research , human resource management , knowledge management , psychology , sociology , epistemology , computer science , philosophy , physics , artificial intelligence , machine learning , acoustics , operating system
How and for whom HRM creates value are key questions in management research. The present study develops and tests an integrative HRM process theorization positing the existence of mutually reinforcing ability–motivation–opportunity, signalling, and identity‐based control mechanisms of the influence of HRM on both employee performance and work intensification. In addition to providing empirical support for the ‘how’ of value creation through HRM, the study contributes to the growing critique of the dominant mutual‐gains perspective, the notion that HRM outcomes are straightforwardly positive for both employers and employees. The integrative theorization also opens up interesting avenues for future research on the individual and organizational performance effects of HRM.