HRM implementation by line managers: explaining the discrepancy in HR-line perceptions of HR devolution

Beeck, Sophie Op de; Wynen, Jan; Hondeghem, Annie

doi:10.1080/09585192.2015.1088562

Cited by 31 publications

(53 citation statements)

References 48 publications

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“…Employees' perceived 'why' of HR practices refers to their causal explanations regarding management's motivations for implementing particular HR practices (Nishii, Lepak, & Schneider, 2008). The perceived 'why' of HR practices is distinctive from the perceived 'what' and 'how' of HR practices.…”

Section: Theoretical Underpinningsmentioning

confidence: 99%

“…Specifically, employees with the same perceived HR content and HR strength may disagree with each other about why those HR practices were put into place. In their seminal work, Nishii et al (2008) propose multiple types of HR attributions. Internal HR attributions involve employees' beliefs that their company is responsible for its HR decisions.…”

Section: Theoretical Underpinningsmentioning

confidence: 99%

“…Measurement Nishii et al (2008) developed the most widely used measurement tool in this stream of research. The authors discuss two archetypes: commitment HR attribution, which is composed of service quality enhancing and employee well-being attributions; and control HR attribution, which involves cost-reduction and exploitation.…”

Section: Theoretical Underpinningsmentioning

confidence: 99%

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Employee perceptions of HR practices: A critical review and future directions

Wang

Kim

Rafferty

et al. 2019

The International Journal of Human Resource Management

149

195

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Scholars are directing more attention to employee perceptions of human resources (HR) practices and have explored issues such as whether and how employees' idiosyncratic or collective perceptions of HR practices shape employee outcomes. To further this area of research, we seek to determine what authors mean when they refer to "employee perceptions of HR practices". We review 105 articles from leading human resource management journals and find that employee perceptions of HR practices is not a monolithic concept. Rather, following previous scholars, we identify three distinct components of employee perceptions of HR practices: the 'what', 'how', and 'why'. We critically summarize extant literature on these three components of employee HR perception and propose future research directions, including enriching the theoretical foundations of HR communication, embracing cross-national contexts, and enhancing practical relevance. KEYWORDS Employee human resource perceptions; perceived human resource strength; human resource attributions Over the last decade, the strategic human resource management field has paid increasing attention to employee perceptions of human resource (HR) practices (Beijer, Peccie,

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Section: Theoretical Underpinningsmentioning

confidence: 99%

Section: Theoretical Underpinningsmentioning

confidence: 99%

Section: Theoretical Underpinningsmentioning

confidence: 99%

See 1 more Smart Citation

Employee perceptions of HR practices: A critical review and future directions

Wang

Kim

Rafferty

et al. 2019

The International Journal of Human Resource Management

149

195

View full text Add to dashboard Cite

show abstract

“…The framework (Figure 1) we present in this paper focuses not merely on either HRM professionals (Rynes, Colbert, & Brown, 2002), managers (Nehles et al, 2006;Op de Beeck et al, 2016), or employees (Bowen & Ostroff, 2004;Nishii et al, 2008), but on the role of all organisational actors (managers at several organisational levels, HRM professionals, employees) at different hierarchical and functional levels. A manager can be the communicator of the HRM practice, as well as the receiver of the HRM messages.…”

Section: A Dynamic View On Hrmmentioning

confidence: 99%

“…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 road taken and the path forward for HR devolution research: An evolutionary review

Kurdi-Nakra

Kou

Pak

2021

Human Resource Management

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Devolving HR responsibilities to the line is a distinguishable feature in modern human resource management (HRM). Given its considerable influence on the modus operandi of adopted HRM systems, scholars have delved into barriers to and facilitating conditions of line managers' fulfilling their HR duties and its subsequent outcomes over the past several decades. To deepen our understanding of the current state of the HR devolution literature, we adopt an evolutionary approach that moves beyond a conventional theme-centric review. Exploring the extant literature from a chronological stance offers a unique perspective since such an approach allows us to track and evaluate the development trajectory from its inception. Indeed, our evolutionary review reveals that critical observations on HR devolution practices documented by early studies (e.g., conflicts between line managers and HR professionals) have not been as articulated as they should be in recent endeavors (e.g., focus on line managers' competency and motivation). Through this review, we shed new light on the HR devolution literature and call for revisiting important yet unresolved issues that still resonate today. In addition, we contemplate the future of HR devolution practices amid a changing business landscape and suggest promising research avenues accordingly. By looking back at the road taken and paving the path forward, the current review will offer a guidepost benefiting both aspiring researchers and seasoned scholars in the field.

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HRM implementation by line managers: explaining the discrepancy in HR-line perceptions of HR devolution

Cited by 31 publications

References 48 publications

Employee perceptions of HR practices: A critical review and future directions

Employee perceptions of HR practices: A critical review and future directions

The dynamic nature of HRM implementation: a structuration perspective

The road taken and the path forward for HR devolution research: An evolutionary review

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