Details
| Original language | English |
|---|---|
| Pages (from-to) | 545-567 |
| Number of pages | 23 |
| Journal | Human resource management |
| Volume | 53 |
| Issue number | 4 |
| Early online date | 18 Jul 2014 |
| Publication status | Published - Jul 2014 |
Abstract
This study aims to shed light on the implementation of HR practices as a key piece of the human resource management (HRM)-performance puzzle. Although the literature suggests that discrepancies between the organization's intended and implemented HR practices are essential to understanding employees' perceptions of and reactions to HRM, little attention has been devoted to this issue. Drawing upon a multiple-case study of German health and social services organizations, we therefore explore the linkages (and potential gaps) between intended, implemented, and perceived HR practices. Our study provides new insights into the underlying mechanisms of this relationship, highlighting an organization's ability to leverage its resources as playing a crucial moderating role in implementing intended HR practices, while employees' expectations of HRM moderate the link between implemented and perceived HR practices. We advance a set of propositions that contributes to a more nuanced, multilevel understanding of the complex phenomenon of HRM implementation.
Keywords
- Case study, Employees' perception of HR practices, Intended and implemented HRM, Strategic human resource management
ASJC Scopus subject areas
- Psychology(all)
- Applied Psychology
- Business, Management and Accounting(all)
- Strategy and Management
- Business, Management and Accounting(all)
- Organizational Behavior and Human Resource Management
- Business, Management and Accounting(all)
- Management of Technology and Innovation
Sustainable Development Goals
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In: Human resource management, Vol. 53, No. 4, 07.2014, p. 545-567.
Research output: Contribution to journal › Article › Research › peer review
}
TY - JOUR
T1 - Mind the intended-implemented gap
T2 - Understanding employees' perceptions of HRM
AU - Piening, Erk P.
AU - Baluch, Alina M.
AU - Ridder, Hans Gerd
PY - 2014/7
Y1 - 2014/7
N2 - This study aims to shed light on the implementation of HR practices as a key piece of the human resource management (HRM)-performance puzzle. Although the literature suggests that discrepancies between the organization's intended and implemented HR practices are essential to understanding employees' perceptions of and reactions to HRM, little attention has been devoted to this issue. Drawing upon a multiple-case study of German health and social services organizations, we therefore explore the linkages (and potential gaps) between intended, implemented, and perceived HR practices. Our study provides new insights into the underlying mechanisms of this relationship, highlighting an organization's ability to leverage its resources as playing a crucial moderating role in implementing intended HR practices, while employees' expectations of HRM moderate the link between implemented and perceived HR practices. We advance a set of propositions that contributes to a more nuanced, multilevel understanding of the complex phenomenon of HRM implementation.
AB - This study aims to shed light on the implementation of HR practices as a key piece of the human resource management (HRM)-performance puzzle. Although the literature suggests that discrepancies between the organization's intended and implemented HR practices are essential to understanding employees' perceptions of and reactions to HRM, little attention has been devoted to this issue. Drawing upon a multiple-case study of German health and social services organizations, we therefore explore the linkages (and potential gaps) between intended, implemented, and perceived HR practices. Our study provides new insights into the underlying mechanisms of this relationship, highlighting an organization's ability to leverage its resources as playing a crucial moderating role in implementing intended HR practices, while employees' expectations of HRM moderate the link between implemented and perceived HR practices. We advance a set of propositions that contributes to a more nuanced, multilevel understanding of the complex phenomenon of HRM implementation.
KW - Case study
KW - Employees' perception of HR practices
KW - Intended and implemented HRM
KW - Strategic human resource management
UR - http://www.scopus.com/inward/record.url?scp=84904412581&partnerID=8YFLogxK
U2 - 10.1002/hrm.21605
DO - 10.1002/hrm.21605
M3 - Article
AN - SCOPUS:84904412581
VL - 53
SP - 545
EP - 567
JO - Human resource management
JF - Human resource management
SN - 0090-4848
IS - 4
ER -