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dc.contributor.authorWang, Ying
dc.contributor.authorRafferty, Alannah
dc.date.accessioned2019-11-27T03:30:05Z
dc.date.available2019-11-27T03:30:05Z
dc.date.issued2019
dc.identifier.issn0065-0668
dc.identifier.doi10.5465/ambpp.2019.12925abstract
dc.identifier.urihttp://hdl.handle.net/10072/389344
dc.description.abstractThis study explores how congruence between managers’ and employees’ perceptions of HR practices affects employees’ well-being. Cross-level polynomial regression and response surface analysis on data from 283 manager-employee dyads revealed that employees’ well-being was maximized when managers’ and employees’ perceptions of HR practices were congruent and was undermined when managers’ and employees’ perceptions were incongruent. In addition, employees’ well-being was higher when managers’ and employees’ perceptions of HR practices were congruent for high commitment HR practices rather than congruent for low commitment HR practices. Employees’ well-being also was lower when their managers (rather than employees) perceived higher commitment HR practices than when employees (rather than managers) perceived higher commitment HR practices.
dc.languageEnglish
dc.language.isoeng
dc.publisherAcademy of Management
dc.relation.ispartofpagefrom12925
dc.relation.ispartofpageto12925
dc.relation.ispartofissue1
dc.relation.ispartofjournalAcademy of Management Proceedings
dc.relation.ispartofvolume2019
dc.subject.fieldofresearchCommerce, Management, Tourism and Services
dc.subject.fieldofresearchcode15
dc.titleDo You See What I See? Manager-Employee HR Practices Perceptual Congruence and Employee Well-being
dc.typeJournal article
dc.type.descriptionC3 - Articles (Letter/ Note)
dcterms.bibliographicCitationWang, Y; Rafferty, A, Do You See What I See? Manager-Employee HR Practices Perceptual Congruence and Employee Well-being, Academy of Management Proceedings, 2019, 2019 (1), pp. 12925-12925
dc.date.updated2019-11-05T04:12:37Z
gro.hasfulltextNo Full Text
gro.griffith.authorRafferty, Alannah


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