How do HRM practices improve employee satisfaction?

Laetitia Hauret, Ludivine Martin, Nessrine Omrani, Donald R. Williams

Research output: Contribution to journalArticle


Using employer–employee data, this article studies the relationships between the bundle of human resource management (HRM) practices and job satisfaction. By simultaneously integrating employee HRM exposure and HRM perception, which remains scarce in the literature, the authors find that a high HRM exposure is not sufficient to improve job satisfaction when employee HRM perception is taken into account. Moreover, the study highlights that differences in the level of employee HRM perception, contrary to the level of exposure, influence the way employees react to their personal, job and workplace characteristics. The results suggest a role for managers to strengthen employee positive HRM perception to improve job satisfaction.
Original languageEnglish
Number of pages24
JournalEconomic and Industrial Democracy
Publication statusE-pub ahead of print - 14 Oct 2020


  • Actual HRM practices
  • employer–employee data
  • job satisfaction

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