Institutional logics in play at work: how applying an institutional logics approach to employees’ intentions to quit contextualizes HRM
基于对54名巴基斯坦银行员工的访谈，发现员工对人力资源管理有效性的感知只能部分解释其离职意向，而多种制度逻辑（如人力资源管理、传统领导、公司、专业、家庭和宗教逻辑）及其相关价值观共同影响离职意向，强调人力资源管理政策需要情境化。
Organizational and human resource management (HRM) scholars have shown an increasing interest in examining how macro-level institutions influence individuals’ behaviour, frequently adopting an institutional logics perspective. This approach encourages a holistic perspective, highlighting the multiplicity of logics within organizations. However, HRM studies that adopt an institutional logics approach often focus on just two logics (profession and HRM), downplaying other logics that influence individuals, and not fully assessing how a HRM logic plays out in organizations. Based on 54 interviews with Pakistani banking employees, we find that their perceptions of HRM effectiveness only partially explain their turnover intentions. Several logics (HRM, traditional leadership, corporation, professional, family, and religious logics) and their associated values are in play at work, and help to explain how HRM influences employees’ intentions to quit. Consequently, we contend that the HRM literature that applies an institutional logics approach downplays the multiplicity of institutional logics embedded within local contexts, and overlooks how various institutional logics and their constituent values shape individuals’ behaviour. Thus, this article highlights the importance of contextualizing HRM policies, ways for HRM research to fully benefit from the institutional logics approach, and the role of values in shaping employees’ responses to enacted HRM policies.