933: Leader-Subordinate HR Attribution (Dis)Agreement and Employee Well-Being: A Signaling Theory View (19731)

Sunday, August 11, 2024

15:00 – 16:30 CT (GMT-5/UTC-5)

Location: Swissotel: Zurich C

Session Number: 933
Paper Session
Shareable link: https://cdmcd.co/3RbKDQ

Author(s)

BL

Byron Y. Lee

China Europe International Business School (CEIBS), China
YW

Ying Wang

School of Management and Economics, Beijing Institute of Technology, China
SK

Sunghoon Kim

U. of Sydney Business School, Australia
QY

Qizhong Yang

Rutgers U., New Brunswick

Designated as a “Best Paper” by HR
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Despite theory that highlights the importance of both leader and subordinate perceptions of human resource (HR) practices, most studies have focused on perceptions related to the content of HR. We contribute to the literature by using signaling theory to examine leader-subordinate perceptions of HR attribution. We develop and test a model by arguing that (dis)agreement between leader-subordinate perceptions of well-being HR attribution has meaningful effects on employee well-being through organizational-based self-esteem (OBSE). Using a polynomial regression model, our results show that when employee well-being HR attribution is congruent with leader well-being HR attribution, employee OBSE increases which results in an increase in employee well-being. Our study advances the HR literature by highlighting the critical importance of taking a dyadic perspective to understanding the impact of HR attributions.

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