TY - JOUR TI - How does employee develop HR attribution? DO - https://doi.org/doi:10.7282/T3J38VZ1 PY - 2016 AB - Drawing on the human resource (HR) attributions perspective, this study pursues advances in the arguments of the psychological process of human resource management. As it employs leader-member exchange (LMX) and social comparison theory, the study first identifies how LMX and relative LMX influence the development of HR attributions. Based on social exchange theory, justice theory, and motivation theory, this study puts forward two hypotheses. First, HR attribution of employee well-being increases employees' organizational citizenship behaviors (OCBs) and performance while decreasing their turnover intention. Second, the HR attribution of employee exploitation decreases employees' OCBs and performance while increasing their turnover intention. Further, this study suggests that the relationships between HR attributions and employee outcomes are contingent on relative LMX. Results from 499 employees across 53 groups of an organization showed that LMX and Relative LMX (RLMX) were important factors which were strongly related to HR attributions and employee outcomes. Both HR attribution for employee well-being and exploitation had significant positive relationships with OCBs, but only HR attribution for employee well-being influenced turnover intention and performance. The interaction effects of relative LMX and HR attribution were significant only when the type of HR attribution was well-being. This study highlights the importance of LMX and RLMX in understanding the development and roles of HR attributions in the HR process. KW - Industrial Relations and Human Resources KW - Personnel management KW - Organizational behavior KW - Management LA - eng ER -