HR orientations and HR department effectiveness in Vietnam

Abstract

Purpose Human resource (HR) philosophy and an organization’s commitment to employees (OCE) are important components of a human resource management (HRM) system, yet the influences of these variables on the effectiveness of HRM implementation has been less evident. Similarly, few studies have examined the effect of intended and implemented HR practices on line managers’ perceptions of HR department effectiveness. The purpose of this paper is to examine how these factors could result in a positive evaluation of HR department effectiveness in Vietnam. Design/methodology/approach Study 1 consisted of 405 line managers and the authors used this sample to test the proposed research model. Study 2, comprising 192 line managers, was used to validate the findings from Study 1. Findings The authors found empirical evidence of how HR managers should leverage their relationships with line managers to enhance HR department effectiveness in a developing economy such as Vietnam. Research limitations/implications As data were from line managers in one point in time, this study could be affected by common method bias. However, the authors conducted three common method variance checks and the analyses showed that this issue was not a major concern. Future studies could extend the sample of respondents by collecting information from CEOs, employees, and HR managers. Originality/value This study contributes to the extant literature empirical evidence of determinants of HR department effectiveness. First, the study shows the simultaneous impacts of HR philosophy and OCE on the actual implementation of HR practices. Second, the authors provide an understanding of line managers’ evaluation of HR department effectiveness through their experience with implemented HR practices.

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