Getting the HR Message Across: The Linkage between Line – HR Consensus and “Commitment Strength” among Hospital Employees

Luc Dorenbosch; Renee de Reuver; Karin Sanders

doi:10.5771/0935-9915-2006-3-274

Contents
- Chapter Expand | CollapseAuthorsPage
- 215–218 Titelei/Inhaltsverzeichnis 215–218
- 219–222 The Value of HRM?! Optimising the Architecture of HRM Karin Sanders, Jan Kees Looise Karin Sanders, Jan Kees Looise 219–222
- 223–240 Human Resource Practices and Organisational Performance: Can the HRM-Performance Linkage be Explained by the Cooperative Behaviours of Employees? Mattijs Lambooij, Karin Sanders, Ferry Koster, Marieke Zwiers Mattijs Lambooij, Karin Sanders, Ferry Koster, Marieke Zwiers 223–240
- 241–255 HRM, Company Performance and Employee Well-being Sinikka Vanhala, Kaija Tuomi Sinikka Vanhala, Kaija Tuomi 241–255
- 256–273 Implementing Human Resource Management Successfully: A First-Line Management Challenge Anna C. Nehles, Maarten van Riemsdijk, Irene Kok, Jan Kees Looise Anna C. Nehles, Maarten van Riemsdijk, Irene Kok, Jan Kees Looise 256–273
- 274–291 Getting the HR Message Across: The Linkage between Line – HR Consensus and “Commitment Strength” among Hospital Employees Luc Dorenbosch, Renee de Reuver, Karin Sanders Luc Dorenbosch, Renee de Reuver, Karin Sanders 274–291
- 292–306 Competency Management: Balancing Between Commitment and Control Hanneke Heinsman, Annebel H.B. de Hoogh, Paul L. Koopman, Jaap J. van Muijen Hanneke Heinsman, Annebel H.B. de Hoogh, Paul L. Koopman, Jaap J. van Muijen 292–306
- 307–327 Explaining Company-level Influences on Individual Career Choices: Evidence from Belgium Nele Soens, Ans De Vos, Dirk Buyens Nele Soens, Ans De Vos, Dirk Buyens 307–327
- 328–343 Organizational Justice Perceptions and Employee Attitudes among Irish Blue Collar Employees: An Empirical Test of the Main and Moderating Roles of Individualism/Collectivism Claire Murphy, Nagarajan Ramamoorthy, Patrick C. Flood, Sarah MacCurtain Claire Murphy, Nagarajan Ramamoorthy, Patrick C. Flood, Sarah MacCurtain 328–343
- 344–366 Work Experience, Work Stress and HRM at the University Liesbeth Adriaenssens, Peggy De Prins, Daniël Vloeberghs Liesbeth Adriaenssens, Peggy De Prins, Daniël Vloeberghs 344–366
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mrev management revue , page 274 - 291

Getting the HR Message Across: The Linkage between Line – HR Consensus and “Commitment Strength” among Hospital Employees

Autoren

Luc Dorenbosch Renee de Reuver Karin Sanders

DOI
- doi.org/10.5771/0935-9915-2006-3-274
- ISSN: 0935-9915
- ISSN online: 1861-9908
Abstract

Related to the theoretical work of Bowen and Ostroff (2004; also Ostroff/Bowen 2000), this article focuses on the features of an HRM system that help or constrain organizations to get their HR message across. At a department-level of analysis, we focus on the consensus between line managers and decentralized HR professionals on the human resource practices in place and on the either strategic or operational role of the HR function in the process of the management of employees. Stating that an organization's HR policies are transmitted by decentralized line and HR managers, it is proposed that the more line and HR executives agree on the status of their relationship and the HR practices in place, the less employees vary in their affective attitudes of commitment to the organization. Central to this article is the "strength" of affective organizational commitment among unit-members in a sample of 671 employees from 66 hospital departments drawn from four Dutch hospitals. Multi-level analyses indicate that consensus between HR professionals and line managers on HR practices (career opportunities, appraisal criteria) and on HR's role is positively related to the commitment strength within a department. It is concluded that the collectivity of employee commitment to the organization is partly a function of department-level HR process indicators. Research limitations and implications for HR practitioners are discussed.
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