Document Type : Research Paper
Authors
1
ut.ac.ir
2
Associate Prof., Faculty of Management, University of Tehran
3
human resources management, faculty of management, Tehran university, Tehran, Iran
4
PhD candidate at university of Tehran
10.22059/jipa.2023.367848.3422
Abstract
Objective: In the relational models between human resources management and organizational performance, of human resources employee perceptions actions play an important role، , because in order for the organization to achieve its desired results, what it does must be understood by the employees in the same way as its intended. In other words, employees' perceptions of human resources practices are more related to attitudinal and behavioral results than the content of human resources management. For this reason, shaping the perceptions of employees according to the goals of human resources management can help to achieve results at different individual, team and organizational levels. In line with this importance, the present study was carried out in order to answer two questions or research problems: How to optimize HR messaging by reducing the gap between the messages sent by HR professionals and the messages employees receive; And what factors shape employees' perceptions of human resource practices. The main goal of this research was to identify the drivers, antecedents or elements affecting the formation of human resources employee perceptions.
Methods: To conduct the present research, a systematic literature review (SLR) method was used. According to the keywords related to human resources employee perceptions, about 1000 articles for the years 2000 to 2022 were identified and studied, and finally 135 articles were analyzed to extract the antecedents of employees' human resources perceptions according to the dimensions of signaling theory.
Results: Research shows that human resources employee perceptions are influenced by the types of human resources management signalers and their characteristics, human resources management signals and their characteristics, environmental or contextual conditions, and the characteristics of the receivers of human resources management signals. In addition, seeking and obtaining views and feedback from employees in relation to human resources management practies can help to develop and improve human resource management signals, human resources signalers and contextual factors under the organization's control, in order to align to employee perceptions with the objectives of human resources management practices.
Conclusion: In order to create and review the effectiveness of human resources measures, managers and researchers in the field of human resources management should pay attention to the perceptions of employees and the factors influencing their formation. Considering this issue, human resources management communication and its dimensions can play an important and effective role in creating and improving employee perceptions. Paying attention to the antecedents of employees' human resources management perceptions can help managers in trying to reduce the gap between the three levels of human resource management (intended human resources management, implemented or actual human resources management, and perceived human resources management).
Keywords: employee perceptions, human resources (management) employee perceptions, human resources (management) practices, signaling theory, human resources (management) communication
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