The HR department's contribution to line managers' effective implementation of HR practices

Trullén, Jordi; Stirpe, Luigi; Bonache, Jaime; Valverde, Mireia

doi:10.1111/1748-8583.12116

Cited by 69 publications

(111 citation statements)

References 34 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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“…The organization can boost line managers' motivation to implement HRM practices by motivation-enhancing initiatives (Trullen, Stirpe, Bonache & Valverde, 2016). These actions could be directed at facilitation, through which members of the HR department offer support in implementing HRM practices in various forms such as advice , support services (Gilbert et al, 2011) and consultation (Trullen et al, 2016).…”

mentioning

confidence: 99%

HRM implementation by multiple HRM actors: a social exchange perspective

Bos-Nehles

Meijerink

2018

The International Journal of Human Resource Management

101

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In this study, we understand HRM implementation as a social process that depends on the social exchange relationships between line managers and both HR professionals and employees. As such, we offer a fresh approach to understanding HRM implementation by concentrating on the social exchange among HRM actors. We do so by investigating to what extent these exchange relationships influence HRM implementation, as reflected in employees' perceptions of the presence of HRM practices and their affective commitment. We collected multilevel data from two sources (line managers and employees) and in two phases in a Dutch engineering firm, and obtained fully matched manager -employee information from 75 employees and 20 line managers. Our results show that employees perceive a larger number of HRM practices when they have a good relationship with their line managers and when their line managers are motivated to implement HRM practices. Line managers, in turn, reciprocate perceived support from the HR department with greater motivation to implement these practices. We conclude that because HRM actors engage in social interactions, HRM practices will be implemented at the organizational level because employees perceive the presence of HRM practices and then reciprocate this with affective commitment.

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“…Firstly, by uncovering the dynamics of the HRM implementation process we add to the HRM-as-a-process debate (Bowen & Ostroff, 2004;Ostroff & Bowen, 2016). Secondly, by revealing organisational actors' roles we extend the literature on the role of not only line managers (Gilbert et al, 2011;Guest & Bos-Nehles, 2013;Nehles, Van Riemsdijk, Kok, & Looise, 2006;Trullen et al, 2016), but also of the broader HRM function (Beer, 1997;Valverde, Ryan, & Soler, 2006). Finally, by demonstrating the process through which new behaviour becomes incorporated within organisations we contribute to insights in the intended-actual-perceived HRM debate (Khilji & Wang, 2006;Makhecha et al, 2016;Piening et al, 2014;Wright & Nishii, 2013).…”

Section: Introductionmentioning

confidence: 94%

“…Lately, this has embodied research into the implementation of HRM (Bowen & Ostroff, 2004;Nishii, Lepak, & Schneider, 2008;Ostroff & Bowen, 2016;Purcell & Hutchinson, 2007;Wright & Nishii, 2013), which entails broadly the transition process during which HRM policies and practices develop from an idea or goal, into an institutionalised, functioning organisational instrument. We have observed three main foci in the academic study of HRM implementation; even though these are not always termed as such: (i) HRM system strength (Bowen & Ostroff, 2004;Farndale & Kelliher, 2013;Sanders & Yang, 2016), (ii) intended, actual and perceived HRM (Bondarouk, Bos-Nehles, & Hesselink, 2016;Bos-Nehles, Bondarouk, & Labrenz, 2017;Khilji & Wang, 2006;Makhecha, Srinivasan, Prabhu, & Mukherji, 2016;Nishii et al, 2008;Piening, Baluch, & Ridder, 2014;Wright & Nishii, 2013), (iii) roles of line managers in implementing HRM (Bos- Nehles, Bondarouk, & Nijenhuis, 2017;Gilbert, De Winne, & Sels, 2011;Op de Beeck, Wynen, & Hondeghem, 2016;Purcell & Hutchinson, 2007;Trullen, Stirpe, Bonache, & Valverde, 2016;Vermeeren, 2014).…”

Section: Introductionmentioning

confidence: 99%

The dynamic nature of HRM implementation: a structuration perspective

Mierlo

Bondarouk

Sanders

2018

The International Journal of Human Resource Management

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Over the past decades, scholars have dedicated substantial attention to the process of HRM implementation. Most progress has been made with debates on HRM system strength, roles of organisational actors in HRM implementation, and intended, actual and perceived HRM. In this paper, we challenge the current view on HRM implementation as being too static and one-directional. By building on structuration theory, we show that the process of HRM implementation is less straightforward than has been previously assumed. After their initial introduction, HRM practices evolve through turbulent developments. Furthermore, instead of neatly distributed roles following meticulously scheduled planning, HRM practices are influenced by various organisational actors. For successful implementation, HRM practices need to become inscribed into the interpretive schemes of organisational actors, resources have to be distributed, the HRM practice has to gain legitimacy. We develop a comprehensive framework that assists in understanding the process of HRM implementation.

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The HR department's contribution to line managers' effective implementation of HR practices

Cited by 69 publications

References 34 publications

Line management attributions for effective HRM implementation

Line management attributions for effective HRM implementation

HRM implementation by multiple HRM actors: a social exchange perspective

The dynamic nature of HRM implementation: a structuration perspective

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