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Getting the HR Message Across: The Linkage between Line ? HR Consensus and "Commitment Strength" among Hospital Employees


  • Luc Dorenbosch

    () (Department of Human Resource Studies, Faculty of Social and Behavioural Sciences, University of Tilburg)

  • Renee de Reuver

    (Department of Human Resource Studies, Faculty of Social and Behavioural Sciences, University of Tilburg)

  • Karin Sanders

    () (Work and Organisational Psychology, Faculty Behavioural Sciences, University Twente)


Related to the theoretical work of Bowen and Ostroff (2004; also Ostroff/Bowen 2000), this article focuses on the features of an HRM system that help or constrain organizations to get their HR message across. At a department-level of analysis, we focus on the consensus between line managers and decentralized HR professionals on the human resource practices in place and on the either strategic or operational role of the HR function in the process of the management of employees. Stating that an organization?s HR policies are transmitted by decentralized line and HR managers, it is proposed that the more line and HR executives agree on the status of their relationship and the HR practices in place, the less employees vary in their affective attitudes of commitment to the organization. Central to this article is the ?strength? of affective organizational commitment among unit-members in a sample of 671 employees from 66 hospital departments drawn from four Dutch hospitals. Multi-level analyses indicate that consensus between HR professionals and line managers on HR practices (career opportunities, appraisal criteria) and on HR?s role is positively related to the commitment strength within a department. It is concluded that the collectivity of employee commitment to the organization is partly a function of department-level HR process indicators. Research limitations and implications for HR practitioners are discussed.

Suggested Citation

  • Luc Dorenbosch & Renee de Reuver & Karin Sanders, 2006. "Getting the HR Message Across: The Linkage between Line ? HR Consensus and "Commitment Strength" among Hospital Employees," management revue. Socio-economic Studies, Rainer Hampp Verlag, vol. 17(3), pages 274-291.
  • Handle: RePEc:rai:mamere:1861-9908_mrev_2006_03_dorenbosch

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    Cited by:

    1. Joaquim P. Coelho & Rita C. Cunha & Jorge F.S. Gomes & Anabela Correia, 2012. "Developing and Validating a Measure of the Strength of the HRM System: Operationalizing the Construct and Relationships among its Dimensions," FEUNL Working Paper Series wp562, Universidade Nova de Lisboa, Faculdade de Economia.
    2. Dückers, Michel L.A. & Stegeman, Inge & Spreeuwenberg, Peter & Wagner, Cordula & Sanders, Karin & Groenewegen, Peter P., 2009. "Consensus on the leadership of hospital CEOs and its impact on the participation of physicians in improvement projects," Health Policy, Elsevier, vol. 91(3), pages 306-313, August.

    More about this item


    Line Manager-HR Professional Consensus; HR Practices; HR Roles; Employee Commitment; Climate Strenght; Hospital Departments;

    JEL classification:

    • F23 - International Economics - - International Factor Movements and International Business - - - Multinational Firms; International Business
    • J53 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - Labor-Management Relations; Industrial Jurisprudence
    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General


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