Abstract: Taking employees-perceived human resource management practices as an intermediary variable, this paper constructs a cross-layer analytic model of the relationship between human resource management practices and value consistency. The findings of an empirical research on 102 work teams in 25 enterprises show that employees’ perceptions of relational human resource management practices can act as an intermediary between the group relational human resource management practices and the organizational value consistency, and employees’ perceptions of participant human resource management practices can only partially act as an intermediary between the group participant human resource management practices and the organizational value consistency. This conclusion indicates that, compared with the participant human resource management practices, employees are more likely to perceive the relationship management activities promoted by enterprises, which can play a better role in promoting the formation of shared values in the enterprises.

Key words: participatory human resource management practices; relational human resource management practice; value consistency