HRM and workplace motivation: incremental and threshold effects

Michael White and Alex Bryson

LSE Research Online Documents on Economics from London School of Economics and Political Science, LSE Library

Abstract: The HRM-performance linkage often invokes an assumption of increased employee commitment to the organization and other positive effects of a motivational type. We present a theoretical framework in which motivational effects of HRM are conditional on its intensity, utilizing especially the idea of HRM ‘bundling’. We then analyse the association between HRM practices and employees’ organisational commitment (OC) and intrinsic job satisfaction (IJS). HRM practices have significantly positive relationships with OC and IJS chiefly at high levels of implementation, but with important distinctions between the domain-level analysis (comprising groups of practices for specific domains such as employee development) and the across-domain or HRM-system level. Findings support a threshold interpretation of the link between HRM domains and employee motivation, but at the system-level both incremental and threshold models receive some support.

Keywords: human resource management; high performance; organizational commitment (search for similar items in EconPapers)
JEL-codes: J28 L23 M12 M54 (search for similar items in EconPapers)
Pages: 21 pages
Date: 2011-11-21
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http://eprints.lse.ac.uk/121761/ Open access version. (application/pdf)

Related works:
Working Paper: HRM and Workplace Motivation: Incremental and Threshold Effects (2011)
Working Paper: HRM and Workplace Motivation: Incremental and Threshold Effects (2011)
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Persistent link: https://EconPapers.repec.org/RePEc:ehl:lserod:121761

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