Innovating HRM implementation: the influence of organizational contingencies on the HRM role of line managers

Purpose The social innovation of devolving HRM responsibilities to line managers results in many debates about how well they implement HRM practices. The implementation constraints line managers perceive in their HRM role are researched by taking organisational contingencies into consideration. Design/Methodology/Approach We present four case studies in which our findings are based on quantitative and qualitative data from the cases. The qualitative data allow us to explain some of our quantitative results in terms of organisational differences. Findings The HRM implementation effectiveness as perceived by line managers depends on the line managers’ span of control, his/her education level and experience and his/her hierarchical position in the organisation. Each HRM implementation constraint knows additional organisational contingencies. Research Limitations/Implications We did not consider possible influences of one organisational characteristic on another, and the effect of this combined effect on the HRM implementation factors. In order to overcome this limitation, we would suggest using a structural equation model (SEM) in future research. Practical Implications This chapter offers HR professionals solutions on how to structure the organisation and design the HRM role of line managers in order to implement HRM practices effectively. Social Implications We see many differences on how HRM implementation is managed in organisations. This chapter offers solutions to policy makers on how to equalise the HRM role of line managers. Originality/Value The focus of this chapter is on the line manager (instead of HR managers) as implementer of HRM and the impact of organisational contingencies on HRM implementatio

Organisation design in operations management

The organisational design of production systems is thought to be one of the key determinants of their performance. Therefore, in order to enable them to contribute effectively to the successful creation of products and services, OM practitioners need up-to-date, comprehensive and sufficiently detailed organisation design theory. However, 27 case studies aimed at identifying and explaining design performance relationships produced results that could not be explained using organisation theory (OT), while operations management (OM) theory did not provide much help either. OM, because the discipline lacks good organisation design theory. OT, because of some severe limitations, which are mostly due to the paradigmatic directions this discipline has taken. Consequently, OM has to take up the gauntlet itself. An agenda for OM-driven organisation research is proposed, which builds on the strengths of OT, takes away its major weaknesses, and is believed to contribute to the development of actionable organisation design theory.\ud \u

Employee perceptions of line management performance: applying the AMO theory to explain the effectiveness of line managers' HRM implementation

Line managers are today seen as increasingly important in effectively implementing HRM practices. Based on the Ability-Motivation-Opportunity (AMO) theory, we predict that line managers' performance in this regard will depend on their ability to apply HRM practices, and that their motivation and the opportunity provided will enhance this effect. Through a survey of 174 line managers and 1,065 of their direct subordinates in two organizations, we found ability to be the best predictor of a line manager's HRM performance. Motivation did not moderate the effect of ability on performance as predicted, and our results suggest this relationship needs further attention. Opportunity did enhance the effect of ability on HRM implementation effectiveness. Therefore, HRM departments should aim to enhance line managers' abilities and provide adequate opportunities for them to carry out the expected HRM dutie