Antecedents and Consequences of Effective Human Resource Practice Implementation

In most firms, the Human Resources (HR) department is responsible for the development of effective human resource practices that help the organization meet or exceed its business objectives. However, the implementation of those practices ultimately falls to the firm’s line managers. This paper uses planned behavior and social context theories to propose that line manager HR practice implementation level mediates the relationships between line manager capacity, HR competencies, motivation and political skill, and subordinate turnover intention, performance rating, job satisfaction and procedural justice perceptions. In addition to these issues, this paper also reviews the implications of a proposed HR practice implementation model. Finally, directions for future HR implementation research are discussed.