To study the relationship among HPWS, employee attributions and employee outcomes, we
collected data on HPWS practices from line managers of work units, and data on HR
attributions, commitment and job strain directly from employees (this approach has recently
been applied, among others, by Den Hartog et al., 2013). Data were collected within a wide
variety of industries in the profit and non-profit sector (e.g. financial services, health care,
education, government and manufacturing). Each of the work units included is based in the
Netherlands. This study is not limited to one particular branch of industry in order to increase
the heterogeneity of HPWS in our sample. By including units stemming from different industry
contexts, we allow for larger variation in the use of HPWS, which is important to be able to
link the use of HPWS to outcomes.
To study the relationship among HPWS, employee attributions and employee outcomes, wecollected data on HPWS practices from line managers of work units, and data on HRattributions, commitment and job strain directly from employees (this approach has recentlybeen applied, among others, by Den Hartog et al., 2013). Data were collected within a widevariety of industries in the profit and non-profit sector (e.g. financial services, health care,education, government and manufacturing). Each of the work units included is based in theNetherlands. This study is not limited to one particular branch of industry in order to increasethe heterogeneity of HPWS in our sample. By including units stemming from different industrycontexts, we allow for larger variation in the use of HPWS, which is important to be able tolink the use of HPWS to outcomes.
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