Jel Classification: M0, M1ABSTRACT Over recent decades, there has been an important stream of research that has examined the human resources management (HRM) and organizational effectiveness relationship. However, few of these studies have paid attention to developing perspectives regarding effective HRM implementation. Such implementation is a process that is not only executed by HR managers, for it is also the responsibility of line managers and other employees of the organization. Increasingly, the responsibilities of HRM are being passed on to line managers, who have thus become more involved in dealing with their employees' HRM issues. This study is aimed at investigating the factors that can influence the degree to which effective HR practices are implemented, going further than previous theoretical studies by proposing a conceptual model of HR implementation effectiveness. We incorporate the social context theory and AMO theory into the model. Social context factors of organizational culture, organizational climate, and political considerations as features of the work environment and top management's HR support as a higher-order social context dimension are proposed as drivers for effective implementation of HR systems and practices. The model also considers abilitymotivation-opportunity factors as one set of variables that mediates the relationship between social context variables and line managers' HR implementation effectiveness. This study tries to step into an area of study which has not been comprehensively explored by the scholars. It involves putting forward a model of HR implementation effectiveness by considering the role of line managers and a set of propositions for testing in field. The propositions developed in the model provide guidelines for further study in the focal HRM topic that we believe will generate beneficial findings for both practitioners and academics.

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The two dimensions of the performance management system, namely task and contextual performance have received the most attention from various scholars with regard to their contributive role in employees' goal accomplishment. It has been the case for decades that in addition to task performance; employers have started to use competency evaluations, which usually involve contextual performance dimensions as well. Organizational citizenship behavior (OCB) and the psychological contract (PC) have become more intertwined with performance management systems. The objective of this study is to assess whether competency frameworks in performance management systems are actually incorporating OCBs and PC dimensions. The competency definitions and behavioral indicators within the performance management handbooks of 10 organizations were considered as the data set. The findings reveal that many terms of OCB and PC dimensions are embedded in the competency frameworks. This introductory paper provides important insights helping to restructure the PMS domain in which both task and discretionary behaviors are taken into account when appraising employee success.

There has been a great increase of interest by the academics and practitioners in the studies on teamwork and evaluation of team performance in the recent years. Yet there are still some gaps in the related literature especially in team performance evaluation models and approaches. Such models focusing only on individuals as a measurement unit have been criticized because they foster individual competition and harm the team spirit. On the other hand, the models over emphasizing the teams as a measurement unit have been accepted as ignoring the individual performance and recognition and not preventing the social-loafing. It was also noticed that in the literature inter-team performance measurement and evaluation processes have been as well ignored. This study aims at a) reviewing the previous studies on team performance evaluation, b) identifying some integration gaps in current team performance models, c) developing a conceptual model and d) formulating some propositions for the researchers who want to make further studies in this topic. This paper is based on critical review of previous empirical and theoretical team performance measurement literature and it is tried to develop a conceptual model to produce new insights of indicators affecting team performance measurement and evaluation. The study tries to extend the previous work on team performance evaluation models by developing an "integrated" model with some new variables. At the end of the study nine hypothetical propositions were developed. The model intends to suggest some new views related with the team performance's place in the system of organizational performance.

The demographics of HR managers have been a matter of discussion for a long time. Most frequently encountered comments include; those that work in the field of HRM are generally female, those that have a Bachelor's Degree in business administration or economics, psychology, the humanities or law and those that have Master's Degree, have more work experience or those that are transferred from other companies are mostly employed in HRM. A more in-depth analysis may be obtained by the comparing the demographics of HR managers with the characteristics of their organizations. In this context, the purpose of the study is to first determine the demographics of HR managers and whether there is a relation between the demographics and the characteristics of their organizations in Turkey. The data were obtained through "using available information" on corporate websites, various databases and social networking sites. The findings of the study show that there is relation between the demographic factors of human resource managers such as gender, education background, total work experience, and the way that they are appointed to their current position, and the characteristic factors of their organizations such as segment, sector, partnership, year of establishment, and legal status.