A person‐centered perspective on employees' human resource management values and their implication for organizational commitment

Abstract

Human resource management (HRM) practices and their associations with employees' job attitudes and behaviors are well‐established, although the psychological mechanisms underlying these associations remain unclear. Based on the ability‐motivation‐opportunity framework, we propose that employees' HRM values play a key role in these associations. Specifically, we propose that employees' perceptions of the HRM practices present in their organization will predict their HRM value profiles which, in turn, will predict their levels of commitment. Latent profile analyses revealed four profiles characterized by very low, low, moderate, and high levels of HRM values. Our results suggest that ability‐enhancing practices play an active role in employees' organizational commitment by shaping their HRM values.