Easier said than done: a review of antecedents influencing effective HR implementation

Mirfakhar, Atieh S.; Trullén, Jordi; Valverde, Mireia

doi:10.1080/09585192.2018.1443960

Cited by 35 publications

(66 citation statements)

References 79 publications

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“…The HRM literature is quite consistent about the internal attributions that account for line managers' HRM implementation effectiveness. Above all, it is agreed that line managers need HRM skills and competences (e.g., Bos- Mirfakhar et al, 2018;Trullen, Stirpe, Bonache, and Valverde, 2016;Whittaker and Marchington, 2003) as well as desire and willingness to use HRM practices to manage subordinates effectively (Nehles, Van Riemsdijk, Kok, and Looise, 2006;Renwick, 2000), which usually comes down to line managers' ability and motivation to engage in HRM implementation effectiveness (Bos- Kellner et al, 2016;Van Waeyenberg and Decramer, 2018). Research evidence shows that line managers' HRM-related knowledge and skills significantly influence HRM implementation effectiveness (Bos- Kellner, Townsend, Wilkinson, Lawrence, and Greenfield, 2016;Kuvaas, Dysvik, and Buch, 2014;Ryu and Kim, 2013) and that an important antecedent of effective HRM implementation is line managers' motivation (Fenton O'Creevy, 2001;Kellner et al, 2016).…”

Section: Causal Attributions For Effective Hrm Implementationmentioning

confidence: 99%

Line management attributions for effective HRM implementation

Bos-Nehles

Heijden

Riemsdijk

et al. 2020

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Purpose -Many HRM practices are never thoroughly implemented or are implemented ineffectively. To better understand what line managers need to implement HRM practices effectively, we have developed and validated a psychometrically sound measurement instrument dealing with line managers' attributions for effective HRM implementation. Based on the theory of causal attributions, we distinguish between internal and external attributions that determine how line managers implement HRM practices on the work floor.Design/methodology/approach -A multi-dimensional approach has been used and, after collecting data from 471 line managers, thorough scale development guidelines and validation procedures have been applied for instrument development. Findings -The instrument's psychometric qualities have been assessed by calculating the reliability and validity of line managers' internal attributionsincluding its composing dimensions of desire and competences -and their external attributionsincluding the dimensions of support, capacity and policy & procedures. In particular, both convergent and discriminant validity as well as intra-class correlations have been established. The newly developed measures are found to be of good quality. The scales appear to discriminate well between the distinguished groups and show a good variation within groups.Practical implications -The newly developed measurement instrument helps HRM professionals to better understand line managers' attributions to effectively implement HRM practices and to provide them with support and training for effective HRM implementation.Originality/value -Previous research has already identified weaknesses in HRM implementation, but lacked to address the causes of this. We present antecedents for HRM implementation effectiveness, based on the causal attribution theory, and present a psychometrically validated instrument to measure these antecedents.

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Section: Causal Attributions For Effective Hrm Implementationmentioning

confidence: 99%

Line management attributions for effective HRM implementation

Bos-Nehles

Heijden

Riemsdijk

et al. 2020

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“…However, employees do not always understand the intentions behind formalized practices due to lack of clear communication from leaders and/or implementation gaps (Sikora, Ferris, & Van IddeKinge, 2015). Uneven support for gender equity among the ranks of LTMM leaders also increases confusion among employees regarding how much the employer supports women's career advancement (Mirfakhar, Trullen, & Valverde, 2018). As such, even for current employees, the presence of more women in leadership may increase perceptions of internal career opportunities for women.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Trickle‐down and bottom‐up effects of women's representation in the context of industry gender composition: A panel data investigation

Ali

Grabarski

Konrad

2020

Human Resource Management

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Little is known about how changing organizational gender composition can enhance women's representation at lower levels (trickle-down effects) and higher levels (bottom-up effects), and which contextual elements strengthen or weaken these effects.We built a large panel dataset from archives spanning 2010-2019 to test our theorized trickle-down and bottom-up effects across three levels: non-management, lower through middle management (LTMM), and top management team (TMT), including our theorized moderating effects of industry gender composition (maletilted vs. female tilted vs. balanced). Our panel analyses show that bottom-up effects are strongest in female-tilted industries, consistent with the gender-role congruence explanation that women appear to be more fitting to leadership positions when followers are predominantly women. Trickle-down effects are strongest in male-tilted industries at the lower levels (LTMM to non-management), but strongest in femaletilted industries at the higher levels (TMT to LTMM). Together, these findings suggest that increasing the number of female supervisors and middle managers is effective for bringing more female employees into male-tilted industries. However, the fact that male-tilted industries showed no significant trickle-down effects from TMT to LTMM suggests that senior women in these contexts refrain from acting to support other women's careers in order to avoid highlighting their gender identity. K E Y W O R D Sbottom-up, industry gender composition, panel data, top management team, trickle-down, women in leadership | INTRODUCTIONAlthough women increased their labor force participation and educational levels dramatically during the 20th century (Ortiz-Ospina & Tzvetkova, 2017;Vincent-Lancrin, 2008), they continue to be underrepresented in organizational leadership positions (Catalyst, 2020).Since the 1980s, women have increasingly pursued business education and the MBA degree (GMAC, 2018), and policy-makers have hoped that this growing pool of qualified women would simply flow through the "pipeline" into senior leadership positions over time.Unfortunately, research has not supported a simple pipeline model, as female graduates in male-predominated fields average lower earnings and limited career advancement compared to their male counterparts (Bobbitt-Zeher, 2007;Judge & Livingston, 2008). Scholars have concluded that increasing women's representation within senior leadership requires more than simply increasing their presence among MBA degree holders (Judge & Livingston, 2008).Given the limitations of the pipeline approach, scholars have examined employer characteristics for their potential to move more women into management and senior leadership. While empirical

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“…Although Mirfakhar et al . (2018) recently did one such review focusing on antecedents of effective HRM implementation, there is still a need for a more comprehensive view of the HRM implementation field, for example by means of systematic reviews and, in due time, meta‐analytic approaches.…”

Section: Broadening the Implementation Horizons: Theoretical And Methmentioning

confidence: 99%

From Intended to Actual and Beyond: A Cross‐Disciplinary View of (Human Resource Management) Implementation

Trullén

Bos-Nehles

Valverde

2020

Int J Management Reviews

Self Cite

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Despite increasing interest in human resource management (HRM) implementation as an explanation for the association between HRM and firm performance, considerableconfusion remains about what implementation means. In order to develop conceptual definitions of HRM implementation and implementation effectiveness, this study builds on three different literatures outside the HRM field (strategy, innovation, and change management), which have addressed this topic extensively. As a result, implementation is characterized as a dynamic process, involving the interaction among multiple actors, starting with the adoption of a new practice and ending with its routinization. This is distinguished from implementation effectiveness as an outcome of that process. The study helps to achieve construct clarity, hence providing a more solid basis for future research and allowing for a better consolidation of findings. The authors also develop an agenda for further research by reviewing a number of theoretical and methodological approaches that have been used in implementation research across fields, including HRM. Overall, the study aims to establish implementation research as a highly relevant academic and practical quest not only in HRM, but also in other management literatures.This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.

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Easier said than done: a review of antecedents influencing effective HR implementation

Cited by 35 publications

References 79 publications

Line management attributions for effective HRM implementation

Line management attributions for effective HRM implementation

Trickle‐down and bottom‐up effects of women's representation in the context of industry gender composition: A panel data investigation

From Intended to Actual and Beyond: A Cross‐Disciplinary View of (Human Resource Management) Implementation

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