Strategic Human Resource Practice Implementation: The Critical Role of Line Management

David M. Sikora; Gerald R. Ferris

doi:10.1016/j.hrmr.2014.03.008

Strategic Human Resource Practice Implementation: The Critical Role of Line Management

David M. Sikora, Gerald R. Ferris

Management

Research output: Contribution to journal › Article › peer-review

123 Scopus citations

Abstract

The implementation of effective human resource (HR) practices typically rests with line managers. This paper uses social context theory to propose that line manager HR implementation is influenced by organizational culture, climate, and political considerations. Subsequently, HR implementation is anticipated to drive employee outcomes. This model's implications and future research directions also are discussed.

Original language	American English
Journal	Human Resource Management Review
Volume	24
DOIs	https://doi.org/10.1016/j.hrmr.2014.03.008
State	Published - Sep 2014

Keywords

HR practice implementation
Human resource practices
Job performance
Job satisfaction
Line managers
Organizational culture
Procedural justice
Social context theory
Turnover intention

DC Disciplines

Business

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10.1016/j.hrmr.2014.03.008License: Unspecified

Cite this

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title = "Strategic Human Resource Practice Implementation: The Critical Role of Line Management",

abstract = " The implementation of effective human resource (HR) practices typically rests with line managers. This paper uses social context theory to propose that line manager HR implementation is influenced by organizational culture, climate, and political considerations. Subsequently, HR implementation is anticipated to drive employee outcomes. This model's implications and future research directions also are discussed. ",

keywords = "HR practice implementation, Human resource practices, Job performance, Job satisfaction, Line managers, Organizational culture, Procedural justice, Social context theory, Turnover intention",

author = "Sikora, {David M.} and Ferris, {Gerald R.}",

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AU - Ferris, Gerald R.

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AB - The implementation of effective human resource (HR) practices typically rests with line managers. This paper uses social context theory to propose that line manager HR implementation is influenced by organizational culture, climate, and political considerations. Subsequently, HR implementation is anticipated to drive employee outcomes. This model's implications and future research directions also are discussed.

KW - HR practice implementation

KW - Human resource practices

KW - Job performance

KW - Job satisfaction

KW - Line managers

KW - Organizational culture

KW - Procedural justice

KW - Social context theory

KW - Turnover intention

UR - https://doi.org/10.1016/j.hrmr.2014.03.008

U2 - 10.1016/j.hrmr.2014.03.008

DO - 10.1016/j.hrmr.2014.03.008

M3 - Article

SN - 1053-4822

VL - 24

JO - Human Resource Management Review

JF - Human Resource Management Review

ER -

Strategic Human Resource Practice Implementation: The Critical Role of Line Management

Abstract

Keywords

DC Disciplines

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