First, from a macro HR perspective, it highlights the need to assess the actual practices
rather than the stated policies (Huselid & Becker, 2000). Because employees can only
respond to actual practices, any research attempting to demonstrate a relationship between
HRM and firm performance stands on firmer ground when assessing the actual practices
rather than the intended policies. This may imply that asking senior HR executives to
indicate practices has less validity than asking employees themselves. And if, due to practical
considerations, seniorHRexecutives must be tapped, instructions need to clearly distinguish
between the policies and practices, and emphatically request respondents to indicate the
practices, and not the policies.
First, from a macro HR perspective, it highlights the need to assess the actual practicesrather than the stated policies (Huselid & Becker, 2000). Because employees can onlyrespond to actual practices, any research attempting to demonstrate a relationship betweenHRM and firm performance stands on firmer ground when assessing the actual practicesrather than the intended policies. This may imply that asking senior HR executives toindicate practices has less validity than asking employees themselves. And if, due to practicalconsiderations, seniorHRexecutives must be tapped, instructions need to clearly distinguishbetween the policies and practices, and emphatically request respondents to indicate thepractices, and not the policies.
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