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  • Espoused or intended HR practices have differential effects on employee engagement and citizenship behaviors depending on the underlying management motives employees attribute to those practices.
  • To achieve desired organizational outcomes, it’s important to have not only the right HR practices but the right employee perceptions of those practices.
  • Within the service organization studied, employees were more engaged when they believed HR practices were motivated by the organization’s concern for high-quality service and employee well-being.
  • Employees were less engaged when they believed a company’s HR practices were motivated by a desire to reduce costs and exploit employees.
  • Employee attitudes coalesce into unit-level citizenship behaviors, some of which are associated with greater customer satisfaction.


Recommended Citation
Center for Advanced Human Resource Studies. (2011, June). Perception is reality: How employees perceive what motivates HR practices affects their engagement, behavior and performance (CAHRS ResearchLink No. 14). Ithaca, NY: Cornell University, ILR School.