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How do HRM practices improve employee satisfaction?

Author

Listed:
  • Laetitia Hauret

    (LISER - Luxembourg Institute of Socio-Economic Research)

  • Ludivine Martin

    (CREM - Centre de recherche en économie et management - UNICAEN - Université de Caen Normandie - NU - Normandie Université - UR - Université de Rennes - CNRS - Centre National de la Recherche Scientifique, LISER - Luxembourg Institute of Socio-Economic Research)

  • Nessrine Omrani

    (PSB - Paris School of Business - HESAM - HESAM Université - Communauté d'universités et d'établissements Hautes écoles Sorbonne Arts et métiers université)

  • D Williams

    (Kent State University, LISER - Luxembourg Institute of Socio-Economic Research)

Abstract

Using employer-employee data, this article studies the relationships between the bundle of human resource management (HRM) practices and job satisfaction. By simultaneously integrating employee HRM exposure and HRM perception, which remains scarce in the literature, the authors find that a high HRM exposure is not sufficient to improve job satisfaction when employee HRM perception is taken into account. Moreover, the study highlights that differences in the level of employee HRM perception, contrary to the level of exposure, influence the way employees react to their personal, job and workplace characteristics. The results suggest a role for managers to strengthen employee positive HRM perception to improve job satisfaction.

Suggested Citation

  • Laetitia Hauret & Ludivine Martin & Nessrine Omrani & D Williams, 2020. "How do HRM practices improve employee satisfaction?," Post-Print hal-02998411, HAL.
    • Handle: RePEc:hal:journl:hal-02998411
    DOI: 10.1177/0143831X20962199
    Note: View the original document on HAL open archive server: https://hal.science/hal-02998411
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    Cited by:

    1. is not listed on IDEAS
    2. Ondřej Dvouletý, 2022. "Factors impacting the Czech employees' job satisfaction," Acta Universitatis Bohemiae Meridionalis, University of South Bohemia in Ceske Budejovice, Faculty of Economics, vol. 25(3), pages 16-28.
    3. Zakaria Ouabi & Khadija Douayri & Fatine Barboucha & Omar Boubker, 2024. "Human Resource Practices and Job Performance: Insights from Public Administration," Societies, MDPI, vol. 14(12), pages 1-20, November.
    4. Agnieszka Wojtczuk‐Turek & Dariusz Turek & Fiona Edgar & Howard J. Klein & Janine Bosak & Belgin Okay‐Somerville & Na Fu & Sabine Raeder & Paweł Jurek & Anna Lupina‐Wegener & Zuzana Dvorakova & Franci, 2024. "Sustainable human resource management and job satisfaction—Unlocking the power of organizational identification: A cross‐cultural perspective from 54 countries," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 31(5), pages 4910-4932, September.

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