Research on the relationship between HRM and organisational performance has highlighted a gap between intended and implemented HR practices. However, this gap has rarely been explored systematically, and the consequences of the effectiveness of the implementation process for relevant outcomes remain poorly understood. This article addresses this issue by examining the process and quality of HR implementation. Drawing on a model of HR implementation, it presents a detailed case study of the implementation of HR practices relating to workplace bullying. Findings reveal that while the policy reflected best practice, implementation was uneven, resulting in persisting high levels of bullying which negatively affected staff well‐being and performance. The results indicate that it is misleading to look just at HR practices, and that even ‘best HR practices’ are unsuccessful unless implemented effectively. It is argued that a greater focus on HR implementation will improve our understanding of the HRM – performance relationship.

In this study, we explore different pathways during organizational socialization through the lens of the psychological contract using in‐depth longitudinal qualitative methods. Analysis of 112 critical incident interviews with 27 newcomers across their first year of work reveals five distinct psychological contract pathways through socialization, within which fulfilment and breach influence adjustment by facilitating or restricting opportunities to learn and integrate, as well as influencing attitudes and behaviour. The analysis reveals that whilst perceived psychological contract fulfilment facilitates newcomer adjustment, perceived breach can disrupt the process. We provide a detailed account of the way socialization and the psychological contract unfold for newcomers over time, and show that psychological contract events can significantly alter the course of adjustment. Practitioner points Delivery of perceived promises that are of particular importance to newcomers during early tenure can accelerate adjustment. Managers should therefore attempt to find out which promised contributions are important to employees and prioritize their delivery. The negative effects of perceptions of broken promises on newcomer adjustment may be reversed by later delivery. Managers should explain the reasons for any broken promises and seek to fulfil them in the future. Ongoing support from managers can help newcomers to negotiate the difficult period after organizational entry, even where promises are perceived to have been broken. Direct managers should be made aware of information provided and promises made to newcomers by those responsible for recruitment.

Objectives The National Health Service has recently begun the introduction of a Bowel Cancer Screening Programme (BCSP), offering biennial screening to men and women aged 60-69 years. This study aimed to explore public perceptions regarding the communication of information designed to facilitate informed choice in relation to this new screening programme.Methods Fourteen single sex focus groups were conducted in England with 86 individuals aged 60-69 years. Focus groups were conducted either with individuals who had participated in the pilot phase of the BCSP, or with members of the public living outside the pilot areas.Results The majority of participants expressed positive attitudes towards bowel cancer screening, identifying items highlighting the benefits of the programme as important for others to know. Whilst some believed it was appropriate for information regarding the potentially negative aspects of the programme to be communicated at the outset, others expressed concerns about the generation of anxiety and potential for decreased participation. A number of participants questioned the concept of informed choice, arguing that once in place, a screening programme should be vigorously promoted.Conclusions There is some variation in the type of information favoured by those eligible for bowel cancer screening. This may present challenges for the provision of information aiming to facilitate informed choice in the BCSP. Flexible approaches to information provision that recognize the perceptions of patients may be required.

Leadership behaviour has been identified as an important antecedent of workplace bullying, since managers may prevent, permit or engage in the mistreatment of others. However, the issue of how managers respond when bullying occurs has received limited attention. With this in mind, the aim of this study was to explore how managers behave when bullying occurs in their work group, and to elucidate the contextual issues that underlie this behaviour. This was achieved through analysis of in-depth interviews with individuals involved in cases of bullying. The findings revealed a typology of four types of management behaviour in cases of bullying, each underpinned by contextual factors at the individual, group and organizational level. The study shows that the role of leadership in workplace bullying is more complex than previously thought, and suggests several ways in which managers and organizations could deal with bullying behaviour.3

Although studies reveal that acquiring knowledge about a new workplace during organizational socialization leads to better integration, the pathway through which this occurs is not well understood. Previous research has explored the psychological contract as an outcome of socialization. This study explores its role within the socialization process. A total of 161 organizational newcomers undertook surveys at months one and three of tenure, with data used to test a model within which four psychological contract dimensions mediate the relationship between knowledge acquisition and employee outcomes. At month one, organizational and employee promise strength mediated the relationship between knowledge and outcomes. At month three, organizational and employee promise fulfilment mediated this relationship. Findings confirm the role of the psychological contract in the socialization process and suggest that effective integration requires extensive knowledge provision and active employee knowledge acquisition. Practitioner pointsAcquisition of knowledge about a new work environment during the very early stages of tenure can positively affect newcomers' attitudes and perceived employment relationships. Learning leads to mutual promises that are perceived to be stronger and more likely to be fulfilled, as well as reduced stress, greater commitment, and greater service quality behaviour. Employers should provide newcomers with information about their role, team, and organization, whilst newcomers should be encouraged to ask questions.