Multi-level gaps: a study of intended, actual and experienced human resource practices in a hypermarket chain in India

Makhecha, Upam Pushpak; Srinivasan, V.; Prabhu, Ganesh N.; Mukherji, Sourav

doi:10.1080/09585192.2015.1126336

Cited by 37 publications

(85 citation statements)

References 82 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…HR professionals should understand that, if they support line managers and provide them with sufficient time for their HRM responsibilities, the line managers will become motivated to reciprocate this investment. This result also implies that HR professionals can narrow the gap between intended and actual HRM practices (Makhecha et al, 2016;Wright & Nishii, 2013) by building a trusting relationship with line managers, through which the line managers become motivated to implement the HRM practices as intended. Another reason for HR professionals to build an exchange relationship with line managers is the indirect effect this relationship has on employee perceptions and outcomes.…”

Section: Practical Implicationsmentioning

confidence: 99%

“…Based on the theory of social exchange (Blau, 1964), HRM implementation can be understood as a social process in which implementation depends on the social exchange relationships among HRM actors. These actors are required to cooperate and interact for HRM practices to be implemented in the organization (Kuvaas, Dysvik & Buch, 2014;Makhecha et al, 2016). Through interactions, HRM actors engage in mutual exchanges that yield a pattern of reciprocal obligations among the parties (Blau, 1964), and these actions 'are contingent on rewarding reactions from others' (Emerson, 1976, p. 336).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

HRM implementation by multiple HRM actors: a social exchange perspective

Bos-Nehles

Meijerink

2018

The International Journal of Human Resource Management

101

View full text Add to dashboard Cite

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.

show abstract

Section: Practical Implicationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

HRM implementation by multiple HRM actors: a social exchange perspective

Bos-Nehles

Meijerink

2018

The International Journal of Human Resource Management

101

View full text Add to dashboard Cite

show abstract

“…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: 99%

“…For instance, HRM implementation is seen as actual and perceived HRM practices (Nishii et al, 2008), the translation of intended into actual practices (Khilji & Wang, 2006), or intended, implemented and perceived HRM practices (Makhecha et al, 2016;Piening et al, 2014;Purcell & Hutchinson, 2007;Wright & Nishii, 2013). Other scholars view it more broadly and mention the design of HRM practices and policies as an essential part of HRM implementation (Guest & Bos-Nehles, 2013;Woodrow & Guest, 2014).…”

Section: Hrm Implementationmentioning

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%

See 1 more Smart Citation

The dynamic nature of HRM implementation: a structuration perspective

Mierlo

Bondarouk

Sanders

2018

The International Journal of Human Resource Management

View full text Add to dashboard Cite

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.

show abstract

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

Kurdi-Nakra

Kou

Pak

2021

Human Resource Management

View full text Add to dashboard Cite

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.

show abstract

Multi-level gaps: a study of intended, actual and experienced human resource practices in a hypermarket chain in India

Cited by 37 publications

References 82 publications

HRM implementation by multiple HRM actors: a social exchange perspective

HRM implementation by multiple HRM actors: a social exchange perspective

The dynamic nature of HRM implementation: a structuration perspective

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

Contact Info

Product

Resources

About