Despite increasing interest in HRM implementation as an explanation for the association between H... more Despite increasing interest in HRM implementation as an explanation for the association between HRM and firm performance, there remains a lot of confusion about what implementation means and how to...
Purpose The social innovation of devolving HRM responsibilities to line managers results in many ... more Purpose The social innovation of devolving HRM responsibilities to line managers results in many debates about how well they implement HRM practices. The implementation constraints line managers perceive in their HRM role are researched by taking organisational contingencies into consideration. Design/Methodology/Approach We present four case studies in which our findings are based on quantitative and qualitative data from the cases. The qualitative data allow us to explain some of our quantitative results in terms of organisational differences. Findings The HRM implementation effectiveness as perceived by line managers depends on the line managers’ span of control, his/her education level and experience and his/her hierarchical position in the organisation. Each HRM implementation constraint knows additional organisational contingencies. Research Limitations/Implications We did not consider possible influences of one organisational characteristic on another, and the effect of this combined effect on the HRM implementation factors. In order to overcome this limitation, we would suggest using a structural equation model (SEM) in future research. Practical Implications This chapter offers HR professionals solutions on how to structure the organisation and design the HRM role of line managers in order to implement HRM practices effectively. Social Implications We see many differences on how HRM implementation is managed in organisations. This chapter offers solutions to policy makers on how to equalise the HRM role of line managers. Originality/Value The focus of this chapter is on the line manager (instead of HR managers) as implementer of HRM and the impact of organisational contingencies on HRM implementation
The purpose of this study is to develop an instrument for measuring the constraints of implementi... more The purpose of this study is to develop an instrument for measuring the constraints of implementing HR practices by line managers, based on the ideas of devolution. This research stream identifies constraints but lacks an instrument to measure them. We developed such an instrument for the five constraints: desire, capacity, competencies, support and policy & procedures. They are measured by constructs based on reliable and validated scales in nonHR literature. As we apply these scales in a different domain, we re-assess their reliability and validity after collecting data from 174 line managers. Some modifications appeared necessary in the new domain.
Volgens gangbare opvattingen in het HRM-denken moet de uitvoering van HR-beleid aan de direct lei... more Volgens gangbare opvattingen in het HRM-denken moet de uitvoering van HR-beleid aan de direct leidinggevenden worden overgelaten. Dat blijkt makkelijker gezegd dan gedaan. In de afgelopen jaren werden in onderzoek vijf factoren geidentificeerd die de effectiviteit van de implementatie van HRM door direct leidinggevenden beperken. In dit artikel presenteren we het resultaat van een verkennend onderzoek in vier business units van internationale bedrijven om vast te stellen in hoeverre die vijf factoren door lijnma- nagers zelf worden herkend, of nog andere factoren door hen worden aangegeven en of er een rangorde in de factoren is aan te brengen. Het blijkt dat vier van de vijf daadwer- kelijk een probleem vormen en dat daarnaast steeds andere factoren in verschillende bedrijven een rol spelen. Kwantitatief onderzoek is geboden om vast te stellen welke factoren er onder verschillende omstandigheden echt toe doen.
Despite increasing interest in HRM implementation as an explanation for the association between H... more Despite increasing interest in HRM implementation as an explanation for the association between HRM and firm performance, there remains a lot of confusion about what implementation means and how to...
Purpose The social innovation of devolving HRM responsibilities to line managers results in many ... more Purpose The social innovation of devolving HRM responsibilities to line managers results in many debates about how well they implement HRM practices. The implementation constraints line managers perceive in their HRM role are researched by taking organisational contingencies into consideration. Design/Methodology/Approach We present four case studies in which our findings are based on quantitative and qualitative data from the cases. The qualitative data allow us to explain some of our quantitative results in terms of organisational differences. Findings The HRM implementation effectiveness as perceived by line managers depends on the line managers’ span of control, his/her education level and experience and his/her hierarchical position in the organisation. Each HRM implementation constraint knows additional organisational contingencies. Research Limitations/Implications We did not consider possible influences of one organisational characteristic on another, and the effect of this combined effect on the HRM implementation factors. In order to overcome this limitation, we would suggest using a structural equation model (SEM) in future research. Practical Implications This chapter offers HR professionals solutions on how to structure the organisation and design the HRM role of line managers in order to implement HRM practices effectively. Social Implications We see many differences on how HRM implementation is managed in organisations. This chapter offers solutions to policy makers on how to equalise the HRM role of line managers. Originality/Value The focus of this chapter is on the line manager (instead of HR managers) as implementer of HRM and the impact of organisational contingencies on HRM implementation
The purpose of this study is to develop an instrument for measuring the constraints of implementi... more The purpose of this study is to develop an instrument for measuring the constraints of implementing HR practices by line managers, based on the ideas of devolution. This research stream identifies constraints but lacks an instrument to measure them. We developed such an instrument for the five constraints: desire, capacity, competencies, support and policy & procedures. They are measured by constructs based on reliable and validated scales in nonHR literature. As we apply these scales in a different domain, we re-assess their reliability and validity after collecting data from 174 line managers. Some modifications appeared necessary in the new domain.
Volgens gangbare opvattingen in het HRM-denken moet de uitvoering van HR-beleid aan de direct lei... more Volgens gangbare opvattingen in het HRM-denken moet de uitvoering van HR-beleid aan de direct leidinggevenden worden overgelaten. Dat blijkt makkelijker gezegd dan gedaan. In de afgelopen jaren werden in onderzoek vijf factoren geidentificeerd die de effectiviteit van de implementatie van HRM door direct leidinggevenden beperken. In dit artikel presenteren we het resultaat van een verkennend onderzoek in vier business units van internationale bedrijven om vast te stellen in hoeverre die vijf factoren door lijnma- nagers zelf worden herkend, of nog andere factoren door hen worden aangegeven en of er een rangorde in de factoren is aan te brengen. Het blijkt dat vier van de vijf daadwer- kelijk een probleem vormen en dat daarnaast steeds andere factoren in verschillende bedrijven een rol spelen. Kwantitatief onderzoek is geboden om vast te stellen welke factoren er onder verschillende omstandigheden echt toe doen.
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