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Implementing Human Resource Management Successfully: A First-Line Management Challenge

Anna C. Nehles (), Maarten van Riemsdijk, Irene Kok and Jan Kees Looise
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Anna C. Nehles: University of Twente, School of Business, Public Management and Technology, Department of Operations, Organization and Human Resources
Maarten van Riemsdijk: University of Twente, School of Business, Public Management and Technology, Department of Operations, Organization and Human Resources
Irene Kok: University of Twente, School of Business, Public Management and Technology, Department of Operations, Organization and Human Resources
Jan Kees Looise: University of Twente, School of Business, Public Management and Technology, Department of Operations, Organization and Human Resources

management revue. Socio-economic Studies, 2006, vol. 17, issue 3, 256-273

Abstract: In this paper we will address the success of Human Resource Management (HRM) implementation, concentrating not on the HR function but on first-line managers. First-line managers find implementing HR practices at the operational level difficult and show reluctance with their HR responsibilities. However, they have become increasingly responsible for the implementation of HRM and thus, their performance is critical for HRM effectiveness. Previous research pointed to five factors that could lead to HRM implementation difficulties. Four case studies in four different multinational business units are presented here to investigate the salience of these factors. Results show that first-line managers perceive four of the five factors hindering, but that the challenges faced vary per business unit.

Keywords: HRM Implementation; First-line Managers; HRM Effectiveness; Strategic HRM; Operational HRM (search for similar items in EconPapers)
JEL-codes: F23 J53 M10 (search for similar items in EconPapers)
Date: 2006
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