Understanding HRM philosophy for HPWS and employees' perceptions

Abstract

PurposeThe purpose of this paper is to understand the role of HRM philosophy for HPWS formulation and implementation, as well as to investigate its role to improve employee perceptions of HPWS.Design/methodology/approachA qualitative study of 55 interviews was conducted with managers (senior, HR, frontline) and employees from three telecommunication organisations based in Pakistan.FindingsThe findings indicate that a clear, well-developed HRM philosophy ensures clarity in HPWS formulation not only for managers, but also for employees. However, lack of strong philosophical foundations for HPWS can result into distorted HRM messages and negative employee perceptions.Originality/valueWhilst there remains debate over the positive and negative influence of HPWS for employee outcomes, this study presents HRM philosophy as important HRM component to understand HPWS implementation. The article highlights the fact that the purpose of HPWS practices and its effective communication to employees can make a substantial difference in how employees perceive these practices. In sum, an employee centred philosophy is likely to be pre-condition circumstances for improving employee outcomes.