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Employee Reactions to Personnel Practices as a Result of their Perceived Causes

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  • Christopher Orpen

Abstract

The study tests the hypothesis, derived from attribution theory, that employee reactions to personnel practices are strongly influenced by what employees feel managers really are trying to achieve through the practices, that is what are their perceived causes. External reasons (enhancing productivity, following laws and precedents, extending managerial control) were attributed by significantly more employees to the functions than internal reasons (communicating openly, treating employees equitably, respecting individuals). Employees making internal attributions were more involved, motivated and satisfied at work than those making external attributions, as hypothesized.

Suggested Citation

  • Christopher Orpen, 1999. "Employee Reactions to Personnel Practices as a Result of their Perceived Causes," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 24(2), pages 119-126, April.
    • Handle: RePEc:sae:manlab:v:24:y:1999:i:2:p:119-126
    DOI: 10.1177/0258042X9902400205
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