An Integrative HRM Process Theorization: Beyond Signalling Effects and Mutual Gains
研究提出并检验了一个整合性人力资源管理过程理论，认为能力-动机-机会、信号和基于身份的控制机制共同影响员工绩效和工作强化，挑战了HRM对雇主和员工都带来积极结果的互利共赢观点。
abstract 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.