@article{2006:dorenbosch:getting_th,
title = {Getting the HR Message Across: The Linkage between Line – HR Consensus and “Commitment Strength” among Hospital Employees},
year = {2006},
note = {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.},
journal = {mrev management revue},
pages = {274--291},
author = {Dorenbosch, Luc and Reuver, Renee de and Sanders, Karin},
volume = {17},
number = {3}
}