HRM on the line: empirical studies on the prerequisites and importance of effective HRM implementation
AbstractIn this dissertation we aim to explore how line managers can contribute to bringing about an effective Human Resource Management (HRM) in the organisation. More specifically, our objectives are to investigate (1) the prerequisites of effective HRM implementation by line managers and (2) the importance of HRM implementation by exploring the link between (in)effective HRM implementation by line managers and employee outcomes.We add to Strategic HRM literature by focusing on line management; a neglected but important HR actor. We also add to HR devolution literature - which has up till now been rather descriptive and a-theoretical - by providing a theoretical base that can explain how effective HRM implementation is realised, and why it is important in terms of employee and organisational outcomes.A first important finding is that HRM implementation effectiveness differs between line managers and that both organisational and individual prerequisites of effective HRM implementation seem to be of importance. Furthermore, an effective HRM implementation by line managers is positively related to employees' affective commitment to the organisation, above and beyond the leadership behaviour of the line manager. Finally, we found evidence that the HR department should remain directly accessible to employees - even in the case of an advanced HRM implementation responsibility for line managers in the organisation - since employees' perceptions of the service quality by the HR department are also positively related to their organisational commitment.
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Bibliographic InfoPaper provided by Katholieke Universiteit Leuven in its series Open Access publications from Katholieke Universiteit Leuven with number urn:hdl:123456789/337404.
Length: 163 pages
Date of creation: 13 Apr 2012
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Web page: http://www.kuleuven.be
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