How symbolic human resource function actions affect the implementation of high‐performance work practices: The mediating effect of influence on strategic decision‐making
ABSTRACT Despite growing evidence of human resource management (HRM)‐performance linkages, the department entrusted to implement high‐performance work practices (HPWP), the human resource (HR) function, is perceived to lack organisational power. Drawing on political perspectives on organisational be...
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| Veröffentlicht in: | Human resource management journal Jg. 31; H. 4; S. 1063 - 1081 |
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| Hauptverfasser: | , |
| Format: | Journal Article |
| Sprache: | Englisch |
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Oxford
Blackwell Publishing Ltd
01.11.2021
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| ISSN: | 0954-5395, 1748-8583 |
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| Abstract | ABSTRACT
Despite growing evidence of human resource management (HRM)‐performance linkages, the department entrusted to implement high‐performance work practices (HPWP), the human resource (HR) function, is perceived to lack organisational power. Drawing on political perspectives on organisational behaviour, we argue that the HR function can increase its influence on strategic decision‐making in the organisation by developing symbolic HR function actions such as interacting effectively with directors, involving line managers in HRM, outsourcing and using HR metrics. Next, we explore how HR function influence is associated with implementation of HPWP. Finally, we test whether the mediation mechanism is moderated by industry type within a global sample of 11,780 raters at 409 business units. The findings of this study have important implications for HR professionals who seek to implement HPWP in their organisations. It provides insight into how HR functions can develop and use influence towards increasing line managers' willingness to implement such practices. |
|---|---|
| AbstractList | ABSTRACT
Despite growing evidence of human resource management (HRM)‐performance linkages, the department entrusted to implement high‐performance work practices (HPWP), the human resource (HR) function, is perceived to lack organisational power. Drawing on political perspectives on organisational behaviour, we argue that the HR function can increase its influence on strategic decision‐making in the organisation by developing symbolic HR function actions such as interacting effectively with directors, involving line managers in HRM, outsourcing and using HR metrics. Next, we explore how HR function influence is associated with implementation of HPWP. Finally, we test whether the mediation mechanism is moderated by industry type within a global sample of 11,780 raters at 409 business units. The findings of this study have important implications for HR professionals who seek to implement HPWP in their organisations. It provides insight into how HR functions can develop and use influence towards increasing line managers' willingness to implement such practices. Despite growing evidence of human resource management (HRM)‐performance linkages, the department entrusted to implement high‐performance work practices (HPWP), the human resource (HR) function, is perceived to lack organisational power. Drawing on political perspectives on organisational behaviour, we argue that the HR function can increase its influence on strategic decision‐making in the organisation by developing symbolic HR function actions such as interacting effectively with directors, involving line managers in HRM, outsourcing and using HR metrics. Next, we explore how HR function influence is associated with implementation of HPWP. Finally, we test whether the mediation mechanism is moderated by industry type within a global sample of 11,780 raters at 409 business units. The findings of this study have important implications for HR professionals who seek to implement HPWP in their organisations. It provides insight into how HR functions can develop and use influence towards increasing line managers' willingness to implement such practices. |
| Author | Ulrich, Michael D. Hermans, Michel |
| Author_xml | – sequence: 1 givenname: Michel orcidid: 0000-0002-1189-2265 surname: Hermans fullname: Hermans, Michel email: mhermans@iae.edu.ar organization: Universidad Austral – sequence: 2 givenname: Michael D. surname: Ulrich fullname: Ulrich, Michael D. organization: Utah State University |
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Despite growing evidence of human resource management (HRM)‐performance linkages, the department entrusted to implement high‐performance work... Despite growing evidence of human resource management (HRM)‐performance linkages, the department entrusted to implement high‐performance work practices (HPWP),... |
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| SubjectTerms | Decision making Employment practices high‐performance work practices HPWP HR department HR function Human resource management influence Line managers mediation multi‐level modelling Organizational behavior power strategic HRM |
| Title | How symbolic human resource function actions affect the implementation of high‐performance work practices: The mediating effect of influence on strategic decision‐making |
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