Klein et al.’s (in press) conceptualization of commitment as an individual’s perception
that they are bound to a given target certainly focuses on the psychological process through
which employees form such perceptions. Bowen and Ostroff (2004) argued that HR practices
serve as communications mechanisms to employees, and these communications must be
interpreted through each individual’s personal lens (Wright & Nishii, 2006). Again, the concept of
rationales, or attributions focuses attention on individual differences in reactions to the same
sets of HR practices.