This is problematic, as it has been argued that different conceptualizations of employee perceptions of HR practices could have differential relationships with both actual HR practices and outcomes (Beijer et al., Citation2019 Boon et al., Citation2019 Wang et al., Citation2020). In addition, there is a lack of transparency in the conceptualizations that are used to capture employee perceptions of HR practices. Extant SHRM literature has examined the employee perspective on HRM using different theoretical angles, resulting in a variety of conceptual models studied that include employee perceptions of HRM as an antecedent, mediator, or outcome (Beijer et al., Citation2019 Wang et al., Citation2020). With the growing number of studies investigating employee perceptions of HR practices, the field of SHRM is challenged with monitoring how cumulative insights have developed. These studies have shown that it is employees' perception of HR practices that influences employee behavior, rather than manager-rated implemented HR practices, demonstrating the importance of investigating the employee perspective on HR practices (Den Hartog et al., Citation2013 Jensen et al., Citation2013 Kehoe & Wright, Citation2013). This has resulted in a wide range of conceptual models in which employee perceptions of HR practices have been researched (Wang et al., Citation2020). 40% of the studies in the last four years included employee perceptions of HR practices when studying the relationship between HRM and performance (Beijer et al., Citation2019).
Based on the work of Bowen and Ostroff ( Citation2004) and Nishii and Wright ( Citation2008), the role of employees when investigating these relationships has received increasing attention, i.e. A key feature in this model is the particular attention devoted to the potential differences between the intended and developed HR practices by management, the actual or implemented HR practices by line-management, and the perceived HR practices by employees (Nishii & Wright, Citation2008). Using the SHRM process model (Nishii & Wright, Citation2008), researchers within the field of SHRM describe the process of the development, implementation, and perceptions of HR policies and practices, from different stakeholders, and how these work towards organizational performance.
Recommendations and avenues for future research to gain a more comprehensive understanding of employee perceptions of HRM are provided. Finally, a variety of descriptive and evaluative conceptualizations have been used. In addition, a range of theoretical frameworks that advocate and support the employee perspective on HRM have been used, showing that a single perspective on employee perceptions of HRM seems infeasible. The findings illustrate how scattered current approaches are in terms of how employee perceptions of HRM have been examined. This paper presents a systematic review on employee perceptions of HR practices in terms of 1) how they are examined (as an antecedent, mediator, or outcome), 2) the theoretical perspectives that explain this construct, and 3) the type of conceptualizations of employee perceptions of HRM that have been used in the extant SHRM research. With the growing number of studies investigating employee perceptions of HR practices, the field of SHRM is challenged with monitoring how cumulative insights develop.
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