Human resource management system perception: A validation of the model.

Abstract

Purpose This research follows Bowen and Ostroff (2004) and intends to work on the validity of the HR system strength construct. We tested empirically this model in its original three features (distinctiveness, consistency and consensus) and added 3 dimensions: Utility, HR Performance and HR Relationship with the employees. Constructs and items for inclusion were derived both from the existing literature (Boudreau, 1991; Ulrich, 1997; Kelly & Gennard, 1996; Teo & Rodwell, 2007) and from interviews with human resource managers experts. Design/Methodology A survey study with data from 1290 employees, 82% employees and 18% managers within 21 organizations was used. We used exploratory factor analysis (EFA).

Results EFA shows a favourable set of results. The results show a structure of five factors which explained 60% of the variance. The reliability analysis shows that all factors have Cronbach alpha values considered very good and the items show good correlation with the total (> 30). Three of the five factors are attributes of distinctiveness and consistency (e.g. comprehensibility, visibility and instrumentality) and two are the added constructs (utility and HR Performance and relationship with employees). Limitations EFA was unable to support the hypothesis of the theoretical model of more than one attribute per variable. This lack of discriminant validity is also reported by (Gomes, Coelho, Correia & Cunha, 2010) and its probably due to the high correlations among the attributes proposed by Bowen and Ostroff. Research/Practical Implications This study offers a scale validation and empirical work on the HRM System strength construct offering empirical support for some of the model´s theoretic predictions. Originality/Value This study shows the importance of HRM Utility and HR performance and Relationship with the employees as an independent and important dimension in the employees perception of the HRM System Strength.