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cur? What are the mechanisms through which these effects manifest themselves?. . .These questions call for theory refinement and the development of more comprehensive models of the HRM-firm performance relationship that include intermediate linkages and boundary conditions. . . . this type of research should be given a high priority by HRM scholars.'

As its foremost aim, this dissertation is a response to the call made for the development of more comprehensive models of the HRM-firm performance relationship by Ferris, et al. . This study is an attempt to enhance our understanding of the intermediary process through which human resource practices manifest their effects on performance. The proposed model is especially mindful of the role of boundary spanners (employees) in this process.

Second, by taking into consideration the role of employees' perception in the relationship between firm's human resource practices and employee attitude, this study will integrate the human resource and organizational behavior stream of researches. Uhl-Bein, Graen & Scandura have noted that despite the fact that human resource management (HRM) and organizational behavior (OB) are highly interrelated areas, there is little cross-disciplinary research in these areas, which needs to be expanded. This lack of integration in research is apparent from the fact that though human resource practices are meant to elicit employees' responses which optimizes firm's performance, most of the HR researches are focused on HR practices-performance relationship while to date very few have investigated the mechanism through which such practices influence employees' attitudinal and affective responses. By suggesting 'Perceived Organizational Support' (POS) as the intermediately link between firm's HR practices and its employees' attitude and behavior, this study has attempted to use a behavioral lens to view the human resource practices, thus integrating both streams of literature.

Third, the need to undertake empirical research exploring the role of employees' perception of HR practices in the HR-performance relationship has recently been emphasized by scholars of the field . This study has the potential to contribute in this direction. Instead of getting the HR practices data from organizational managers, which in most cases reveal the data about human resource policies rather than actual practices or at best managers' own perception about firms' human resource practices, this research has asked the employees to express what they perceive about their firms' human resource practices; data thus gathered was then empirically tested to find the role of 'employee perceptions' in HRP-performance relationship.

Finally, which HR practice is perceived favorable or unfavorable is not only the function of practice itself rather it has to do with a larger socio-cultural context in which organization is operating and implementing its HR system. The logic used by individuals to perceive the environmental events is rooted in early socialization and conditioning process which in turn are influenced by macro institutions like family, religion, and educational structures . These macro institutions differ from county to country, as a consequence the human resource practices successful in eliciting positive perceptions in one culture may fail in another. Given the fact that cultural values have found positively correlated with employee ou本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。