The study tests the hypothesis, derived from attribution theory, that employee reactions to personnel practices are strongly influenced by what employees feel managers really are trying to achieve through the practices, that is what are their perceived causes. External reasons (enhancing productivity, following laws and precedents, extending managerial control) were attributed by significantly more employees to the functions than internal reasons (communicating openly, treating employees equitably, respecting individuals). Employees making internal attributions were more involved, motivated and satisfied at work than those making external attributions, as hypothesized.
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