As already mentioned, HRM affects employee behaviour indirectly. den Hartog et al.
(2004) suggest that HRM elicits certain employee attitudes, and it is the latter that lead
to behaviour and performance outcomes. This logic can be explained on the basis of
Bowen and Ostroff (2004) propositions. The authors maintain that HR practices
perform a signalling function in the HRM-performance linkage. They send messages to
employees from which the latter perceive what behaviour is expected from them. Thus,
HRM practices lead to certain employee responses, or attitudes, which then elicit
desired employee behaviour. However, as individuals may have different perceptions
of the message sent, to elicit shared reactions and interpretations of the situation HRM
systems have to be distinctive and consistent, and foster consensus