DescriptionStrategic human resource management (HRM) scholars have recognized that employee perceptions and reactions to HR practices are consequential. However, the reasons for variance in employee perceptions and reactions to HR practices are not yet fully understood. In order to enhance the impact of HR systems on employee and organizational outcomes, researchers need to understand and address the reasons for this variance in employee perceptions and reactions to HR practices. To attend to this research need, the current study empirically tests the idea of employee HR practice saliency. Moreover, using the social cognition and social comparison perspectives, the current work integrates strategic HR literature with the work on idiosyncratic deals to develop a better understanding of the reasons for variance in employee perceptions of HR. A review of the current literature leads to discussion of the model, data collection, analyses, and results. Lastly research and practical implications of this work are highlighted.