(Not) seeing eye to eye on developmental HRM practices: perceptual (in)congruence and employee outcomes

This paper focuses on perceptions of Developmental HRM Practices (DHRMP) and their relationship with employee outcomes. We extend the currently existing and predominant social exchange perspective with insights from uncertainty (reduction) theory, to examine vertical (between employee and supervisor...

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Bibliographic Details
Published in:International journal of human resource management Vol. 35; no. 7; pp. 1340 - 1369
Main Authors: Marescaux, Elise, De Winne, Sophie
Format: Journal Article
Language:English
Published: London Routledge 11.04.2024
Taylor & Francis LLC
Taylor & Francis (Routledge)
Subjects:
Behavior
Business administration
Colleagues
Congruence
Developmental HRM practices
Employees
Human resource management
Human resources management
Humanities and Social Sciences
Organizational commitment
Perceptions
Social exchange theory
Superior subordinate relationship
Supervisors
Uncertainty
uncertainty reduction theory
vertical and horizontal (in)congruence in perceptions
Workers
Developmental HRM practices ; vertical and horizontal (in)congruence in perceptions ; social exchange theory ; uncertainty reduction theory
ISSN:0958-5192, 1466-4399
Online Access:Get full text
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Summary:This paper focuses on perceptions of Developmental HRM Practices (DHRMP) and their relationship with employee outcomes. We extend the currently existing and predominant social exchange perspective with insights from uncertainty (reduction) theory, to examine vertical (between employee and supervisor) and horizontal (between employee and co-workers reporting to the same supervisor) (in)congruences in DHRMP perceptions, and their relationships with employees' affective organizational commitment (AOC), turnover intention and proactive behavior. Data from 369 employees in 46 teams, and multi-level polynomial regressions show that for vertical (in)congruence, AOC and turnover intention are most favorable when both the employee's and supervisor's perceptions are congruent and positive. This nuances previous research rooted in social exchange theory as it implies that positive employee perceptions of DHRMP, in isolation, are insufficient to maximize both outcomes. In contrast, we find the highest proactive behavior for employees perceiving positive DHRMP, irrespective of their supervisor's perceptions. Finally, for horizontal (in)congruence, AOC and proactive behavior are highest when the employee's perceptions are more positive than their co-workers', and suboptimal when both parties have similarly positive perceptions. This suggests that incongruence in DHRMP perceptions is not necessarily counterproductive.
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ISSN:0958-5192
1466-4399
DOI:10.1080/09585192.2023.2285362