2008/06/06 by Karin Sanders, Luc Dorenbosch, Renee de Reuver · 1 citation
Business, Management and Accounting · Social Sciences · #Emotional Labor in Professions #Job Satisfaction and Organizational Behavior #Work-Family Balance Challenges
paper · doi:10.1108/00483480810877589
crossref issued 2008/06/06 · crossref published 2008/06/06 · crossref published-print 2008/06/06 · openalex publication_date 2008/06/06 · crossref created 2008/06/14 · openalex created_date 2016/06/24 · crossref deposited 2025/07/25 · openalex updated_date 2026/07/06 · crossref indexed 2026/08/04
Purpose The purpose of this paper is to answer the question of whether individual perceptions of an HRM system – distinctiveness, consistency and consensus – and shared perceptions of HRM (climate strength) are positively related to affective commitment in the organization. In addition, the paper examines if climate strength has a mediating effect in the relationship between the individual perceptions of an HRM system and affective commitment. Design/methodology/approach A survey study with data from 671 employees, 67 line‐managers and 32 HR‐managers within four hospitals was used. Findings Results of two‐level analyses (department, employee) showed that the perception of distinctiveness, consistency and climate strength, as expected are positively related to affective commitment. Instead of a mediating effect of climate strength a moderator effect was found: the relationship between consistency and affective commitment is stronger when climate strength is high. Research limitations/implications The study offers researchers some recommendations to focus on the process of HRM (in terms of distinctiveness, consistency and consensus), and on the importance of shared perceptions within a department. Originality/value This study shows the impact of aspects of the process of HRM on the individual level, and shared perceptions of high commitment HRM on the department level on affective commitment of employees.