||As the new generation comes, the core value of a company shift from resources into talents. However, there is always a big challenge for the company to recruit and retent excellent talents. Concerning about this issue, we discuss whether the HRM system consistencies will cause the employees to have different feelings toward the company and then lead to different formation of their own psychological contract. |
Furthermore, we research into the influence of HRM system consistencies on the strength of psychological contract, organizational commitment and job search behavior. Under the HRM system consistencies, we divide the consistencies into four parts, including treatment consistency, temporal consistency, practice consistency and internal consistency.
Those tested employees stay in their companies for more than two years. Usable samples are 310 in total, which are composed of 310 employees in 62 different companies. In the research, we separate the variations into organizational level and individual level. The variation of organizational level is the HRM system consistencies. The variation of individual level includes the strength of psychological contract, organizational commitment and job search behavior.
By using the regression analysis and hierarchical linear analysis, we find that in general, the HRM system consistencies have a positive influence on the strength of psychological contract and organizational commitment. In addition, there is a distinct negative relation between the HRM system consistencies and job search behavior. The strength of psychological contract has a positive influence on organizational commitment; whereas, it shows a negative relation to job search behavior. For the mediating effects, the strength of psychological contract does not show an obvious mediating effect on the relationship between HRM system consistencies and organizational commitment. Nevertheless, on the relationship between HRM system consistencies and job search behaviors, the strength of psychological contract has a partial mediating effect.
The purpose of this research lies on understanding the feeling of the employees on psychological side, improving the human resource management systems of companies and building up much trust between employees and employers. With the high strength of psychological contract, employees may be more faithful to the companies and trust in their companies; as a result, they are more likely to take more efforts to do their jobs and are willing to make commitment to their companies.