The case for external human resource attributions: a conceptual and empirical analysis
本文论证外部人力资源归因（如归因于工会或立法）对员工态度和行为的影响，提出理论框架并以大型银行工会为例进行初步检验，发现对工会的高承诺与低工作投入和低幸福感相关。
A growing body of research is using attribution theory, which addresses why human resource (HR) practices are applied in a certain way, to explore the relationship between HR practices and employee attitudes and behaviour. This research has typically shown that when employees make internal attributions to management for HR policy and practice this affects employee outcomes but external attributions, for example to a union or to legislation, have no effect despite their apparent potential influence. The aims of this paper are threefold: to make the case for the role of external HR attributions; to present a theoretical framework within which to analyse external HR attributions; and to present a preliminary test of this framework using the example of HR attributions to the trade union in a large, unionised bank. Findings reveal that union membership per se has no impact on HR attributions or on attitudes but that higher commitment to the union is associated with lower work engagement and lower well-being. These findings are explained with respect to identity theory. The paper presents the case for a nuanced analysis of the circumstances under which external HR attributions are likely to affect employee outcomes.