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Implementing Human Resource Management Successfully: A First-Line Management Challenge

Author

Listed:
  • Anna C. Nehles

    (University of Twente, School of Business, Public Management and Technology, Department of Operations, Organization and Human Resources)

  • Maarten van Riemsdijk

    (University of Twente, School of Business, Public Management and Technology, Department of Operations, Organization and Human Resources)

  • Irene Kok

    (University of Twente, School of Business, Public Management and Technology, Department of Operations, Organization and Human Resources)

  • Jan Kees Looise

    (University of Twente, School of Business, Public Management and Technology, Department of Operations, Organization and Human Resources)

Abstract

In this paper we will address the success of Human Resource Management (HRM) implementation, concentrating not on the HR function but on first-line managers. First-line managers find implementing HR practices at the operational level difficult and show reluctance with their HR responsibilities. However, they have become increasingly responsible for the implementation of HRM and thus, their performance is critical for HRM effectiveness. Previous research pointed to five factors that could lead to HRM implementation difficulties. Four case studies in four different multinational business units are presented here to investigate the salience of these factors. Results show that first-line managers perceive four of the five factors hindering, but that the challenges faced vary per business unit.

Suggested Citation

  • Anna C. Nehles & Maarten van Riemsdijk & Irene Kok & Jan Kees Looise, 2006. "Implementing Human Resource Management Successfully: A First-Line Management Challenge," management revue - Socio-Economic Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 17(3), pages 256-273.
    • Handle: RePEc:nms:mamere:1861-9908_mrev_2006_03_nehles
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    File URL: https://www.nomos-elibrary.de/10.5771/0935-9915-2006-3-256
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    References listed on IDEAS

    as
    1. den Hartog, D.N. & Boselie, J.P.P.E.F. & Paauwe, J., 2004. "Performance Management: A model and research agenda," ERIM Report Series Research in Management ERS-2004-068-ORG, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    2. Raymond Caldwell, 2003. "The Changing Roles of Personnel Managers: Old Ambiguities, New Uncertainties," Journal of Management Studies, Wiley Blackwell, vol. 40(4), pages 983-1004, June.
    3. Colin Hales, 2005. "Rooted in Supervision, Branching into Management: Continuity and Change in the Role of First‐Line Manager," Journal of Management Studies, Wiley Blackwell, vol. 42(3), pages 471-506, May.
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    Cited by:

    1. Yusliza M-Y & Choo Poh Wai & Jayaraman K. & Rimi Nadia Newaz & Muhammad Zikri, 2019. "HR Line Manager’s Reflections on HRM Effectiveness through HR Roles and Role Stressors," South East European Journal of Economics and Business, Sciendo, vol. 14(1), pages 34-48, June.
    2. Decramer, Adelien & Audenaert, Mieke & Van Waeyenberg, Thomas & Claeys, Tine & Claes, Claudia & Vandevelde, Stijn & van Loon, Jos & Crucke, Saskia, 2015. "Does performance management affect nurses’ well-being?," Evaluation and Program Planning, Elsevier, vol. 49(C), pages 98-105.
    3. Audenaert, Mieke & Vanderstraeten, Alex & Buyens, Dirk & Sebastian Desmidt, 2014. "Does alignment elicit competency-based HRM? A systematic review," management revue - Socio-Economic Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 25(1), pages 5-26.

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    More about this item

    Keywords

    HRM Implementation; First-line Managers; HRM Effectiveness; Strategic HRM; Operational HRM;
    All these keywords.

    JEL classification:

    • F23 - International Economics - - International Factor Movements and International Business - - - Multinational Firms; International Business
    • J53 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - Labor-Management Relations; Industrial Jurisprudence
    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General

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