HR practice salience: explaining variance in employee reactions to HR practices

Abstract

This study introduces the construct of human resource practice salience (HR salience) and examines it as a moderator in the HR practices–employee outcomes relationships. In Study 1, we used a policy-capturing approach to examine how 118 graduate students reacted to three HR practices depending on the salience of the practices. Based on this sample, we found that individuals were more likely to be attracted by an organization providing performance-based pay and work flexibility practices when these two practices were more salient to them. In Study 2, using time-lag data from 451 employees to examine how HR salience moderates the relationships between the three practices and employee attitudinal outcomes, we found that the relationships between performance-based pay and attitudinal outcomes were stronger for individuals who found this practice to be more salient to them. We noted in both studies that the more salient practices had stronger relationships with employee outcomes than the less salient practices. This study contributes to strategic human resource management literature by providing an explanation for the variability in the effects of HR practices on employee outcomes. We also discuss the practical implications of this research.

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