Strategic human resource practice implementation: The critical role of line management

Sikora, David; Ferris, Gerald R.

doi:10.1016/j.hrmr.2014.03.008

Cited by 124 publications

(133 citation statements)

References 47 publications

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“…Studies have shown that staff selection, performance appraisals, training employees, job description, and empowerment practices supports the human capital and their commitment behaviour (Raineri, 2017). Sikora and Ferris (2014) investigate the factors that affect the implementation of strategic HR practices by the line managers and their impact on the subordinates. The authors found that organization's climate, culture, politics, and social interaction are the important factors that influence the process of implementation of HR practices.…”

Section: Literature Reviewmentioning

confidence: 99%

Role of Strategic Human Resource Practices in Employee Performance

Goyal¹,

Pandey²,

Patwardhan³

et al. 2018

International Journal of Management Studies

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Section: Literature Reviewmentioning

confidence: 99%

Role of Strategic Human Resource Practices in Employee Performance

Goyal¹,

Pandey²,

Patwardhan³

et al. 2018

International Journal of Management Studies

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“…The domestic and foreign studies on the design of compensation systems have investigated the maturity of large and medium-sized enterprises and examined the problems in their compensation systems [13][14][15][16]. Each pay structure and model has certain advantages, disadvantages, and degrees of adaptability.…”

Section: Introductionmentioning

confidence: 99%

Study on the Human Resource Management System in Innovative Enterprises

Fu¹,

Zhu²

2017

Proceedings of the 2017 2nd International Conference on Politics, Economics and Law (ICPEL 2017)

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Abstract-Innovative enterprises are faced with the problems of market transformation amid their changing market environment. To adapt to such changes, these enterprises must continuously strengthen their internal management, particularly their human resource management compensation system. These enterprises also have several shortcomings that greatly affect the enthusiasm of their production staff and restrict the development of their potential. By taking Hebi National Lighting Technology Co. Ltd. as an example, this paper analyzes the human resource structure, salary distribution system, and status quo of the enterprise, analyzes its present challenges, and suggests several countermeasures to these problems.

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“…A few of the most recent studies have been focused on effective HRM implementation (Sikora & Ferris, 2014;Bos-Nehles, Van Riemsdijk & Looise, 2013;Guest, 2011). However, most scholarship has paid attention to the design and quality of HRM practices rather than their implementation in real world contexts (Khilji & Wang, 2006;Wright and Nishi, 2006;Huselid, et al, 1997).…”

Section: Introductionmentioning

confidence: 99%

“…Sikora and Ferris (2014) argue that line managers may resist, fail to cooperate or simply ignore their HR responsibilities for various reasons, such as lack of trust between the parties and/or high work load levels. This can lead to lower employee involvement and undesirable employee attitudes and behaviors.…”

Section: Introductionmentioning

confidence: 99%

“…This work goes beyond previous theoretical studies in that it involves putting forward a model of HR implementation effectiveness and a set of propositions for testing in field. We incorporate social context theory (Ferris, Arthur, Berkson, Kaplan, Harrell-Cook and Frink, 1998) and AMO (AbilityMotivation-Opportunity) theory (Appelbaum, et al, 2000) in the model, which is also supported by two different frameworks provided by Sikora and Ferris (2014) and BosNehles et al (2013). Specifically, Sikora & Ferris (2014) sought to explain line managers' HRM implementation in terms of social contextual factors whereas Bos-Nehles, et al (2013) applied AMO theory for analyzing line managers' HRM effectiveness.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

A Conceptual Framework for Line Managers HRM Implementation Effectiveness: Integrating Social Context and Amo Theories

Özçelik¹,

Uyargil²

2015

Pressacademia

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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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Strategic human resource practice implementation: The critical role of line management

Cited by 124 publications

References 47 publications

Role of Strategic Human Resource Practices in Employee Performance

Role of Strategic Human Resource Practices in Employee Performance

Study on the Human Resource Management System in Innovative Enterprises

A Conceptual Framework for Line Managers HRM Implementation Effectiveness: Integrating Social Context and Amo Theories

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