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

139 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	English
Pages (from-to)	271-281
Number of pages	11
Journal	Human Resource Management Review
Volume	24
Issue number	3
DOIs	https://doi.org/10.1016/j.hrmr.2014.03.008
State	Published - Sep 2014

Scopus Subject Areas

Applied Psychology
Organizational Behavior and Human Resource Management

Keywords

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

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10.1016/j.hrmr.2014.03.008License: Unspecified

Cite this

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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.",

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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

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ER -

Strategic human resource practice implementation: The critical role of line management

Abstract

Scopus Subject Areas

Keywords

Access to Document

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