Factors Influencing Human Resource Practice Implementation

In most firms, the Human Resources (HR) Department is responsible for the development of employee management practices that help the organization meet its business objectives. However, HR practice implementation ultimately falls to the firm’s line managers. This paper uses the theory of planned behavior and social context theory to propose that line managers’ HR implementation is influenced by individual, organizational, and HR practice factors. It is argued that higher levels of these factors results in greater HR practice implementation levels. Additionally, this paper reviews the implications of this proposed HR implementation model and discusses directions for future HR implementation research.