Explaining Effective HRM Implementation: A Middle Versus First-Line Management Perspective

Abstract

In this article, we explore one of the key underlying mechanisms that mediates the human resource management (HRM)-performance link, namely, the (effective) HRM implementation by line managers. In particular, the purpose of our study is to compare middle and first-line managers' experiences of their human resource (HR) role and the factors explaining effective HRM implementation at each managerial level. By employing survey data of two Belgian federal government organizations, we examine the effect of a number of organizational, individual and interpersonal factors on the effectiveness of line managers in HRM implementation. Results indicate that both middle and first-line managers' HRM implementation effectiveness is related to organizational support, autonomous motivation, and coworker support. For the group of first-line managers, specifically, age and local office position are important in the execution of their HR tasks. For the group of middle managers, however, personnel red tape, length of service, and supervisory experience contribute to their HRM implementation effectiveness. As a result, an organization's HR department can create the internal organizational conditions necessary to facilitate successful HRM implementation by the line. At the same time, it is worth adapting the approach according to the different managerial levels.

Implementing and Integrating Policies on Performance-Based Pay: Coordinating the “One-Employer Approach” in a Swedish Municipality

“…Firstly, administrative units and operational areas that are closer to the top management have been more successful at implementing and integrating the pay policies than the districts and the operational areas managed within them. This center-periphery difference is in line the theoretical assumptions and previous research (Op de Beeck et al, 2017de Beeck et al, , 2018Stanton et al, 2010). From the conceptual perspective of MNCs (Björkman & Lervik, 2007), headquarters are more likely to implement and integrate new policies while sub-units are more likely to either reject or delay the implementation because of geographical distance and/or differences in institutional framework (cf.…”

“…However, as shown in previous research (Chow, 2012;Khilji & Wang, 2006;Op de Beeck, Wynen, & Hondeghem, 2018), there is often a gap between intended and implemented HR policies, between general policies formulated by top management and strategic HR and the practices of first-line managers and employees. Drawing on a case study, the present article explores a mid-sized Swedish municipality's endeavors to act as one employer in the salary review process, by analyzing how various actors perceive that the organization's pay policies and activities are implemented and integrated.…”

“…Like any other large organization with various businesses, municipalities are often organized into operational areas and districts. Accordingly, they face challenges of coordination, where HR policies from top management level are to be implemented by local management (Khilji & Wang, 2006;Op de Beeck, Wynen, & Hondeghem, 2017;Stanton, Young, Bartram, & Leggat, 2010).…”

“…The top managers producing the policies tend to be passive, while middle managers have the difficult task of interpreting and adapting the policies locally with a lack of continuous information. Op de Beeck et al (2018;cf., 2017) found that first-line managers perceived less support from HR than managers closer to the top, leading to less effectively implemented HRM. In addition, Stanton et al (2010) showed that policy information spread via email or Intranet risked being blocked or sorted out, which led to gaps in implementation.…”

“…Taking all the organizational variables together, employees close to municipality top management, where policies are designed and decided upon and informational material are produced, seem to have a better chance of being well-informed about the salary review process than those in the more peripheral organizational positions (cf. Op de Beeck et al, 2017Beeck et al, , 2018Stanton et al, 2010).…”