HR whitewashing: employee perceptions of policy-practice alignment in UK organisations

Purpose This study examines HR whitewashing, defined as symbolic policy signalling in the HR domain that is not matched by substantive behavioural or structural change. It explores employees' perceptions of alignment between espoused organisational values, formal HR policies and everyday organisational behaviour, and examines whether leadership behaviour, hiring and promotion practices are associated with perceived cultural alignment. Design/methodology/approach Using cross-sectional survey data from 1,178 employees in UK organisations, the study measures perceived alignment between espoused organisational values, HR policies and everyday behaviour, and alignment of leadership behaviour and hiring and promotion practices with espoused values. Correlation analysis and multinomial logistic regression are used to examine patterns of association between constructs. Findings The findings indicate substantial perceived misalignment between formal HR commitments and everyday organisational behaviour. Over half of respondents report inconsistencies between wellbeing policies and observed behaviour, while over two-fifths report inconsistencies with diversity, equity, and inclusion (DEI) policy. Significant positive associations are observed between perceived espoused values–culture alignment and perceived HR policy–behaviour alignment. Perceived alignment of leadership behaviour and hiring and promotion practices with espoused organisational values is strongly associated with perceived cultural alignment. Originality/value This study introduces HR whitewashing as a concept for examining employee-perceived gaps between formal HR commitments and their enactment in organisational behaviour and practice. It conceptualises HR whitewashing as a perceptual phenomenon rooted in employees' experience of value–practice misalignment. It provides an initial large-sample empirical examination through specific employee-reported indicators and identifies leadership behaviour, hiring and promotion as perceived organisational signals associated with values–culture alignment. The findings provide a basis for further conceptual and measurement development. Thus, the study contributes to employment relations debates on legitimacy, trust and the credibility of HR policy commitments.