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Effects of a distinctively perceived HRM system: The model of Kelley and Bowen & Ostroff examined

Maat, Annemiek ter (2011) Effects of a distinctively perceived HRM system: The model of Kelley and Bowen & Ostroff examined.

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Abstract:The aim of the current study was to examine the relationship of a distinctively Human Resource Management [HRM] and innovative behavior. Distinctiveness was conceptualized in two ways. First, in an experimental study in terms of Kelley (1973), whereby distinctiveness refers to features that allow it to stand out in the environment, thereby capturing attention and arousing interest. Second, in a field study in terms of Bowen and Ostroff (2004), whereby distinctiveness means that the HRM system should be visible and understandable. The research question was: Can distinctiveness affect the relationship between a Commitment-based Management and innovative behavior? And how can this relationship be explained? Besides that, the research question was elaborated with the question what the effect is of certainty orientation in the relation between HRM and innovative behavior. Results among 356 employees, working in four different types of organizations, showed that a Commitment-based Management was positively related to innovative behavior in the experimental study, besides that distinctiveness had a direct effect on innovative behavior. It was expected that certainty orientation weakened the relation between a Commitment-based Management and innovative behavior, this hypothesis was confirmed in the field study. Limitations and implications for further research are suggested.
Item Type:Essay (Master)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:77 psychology
Programme:Psychology MSc (66604)
Link to this item:http://purl.utwente.nl/essays/61224
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