Abstract
In the HRM literature more and more attention is being paid to the role of HRM frames, especially in the phase of introducing new HRM subsystems. Individual HRM frames consist of assumptions, expectations and knowledge about HRM. If individual HRM frames share common contents and structures, they are regarded as congruent. According to theory, congruent frames of different stakeholders increase the efficiency of the introduction of organisational changes. This study investigates the congruence of HRM frames between HR professionals and line managers in different European companies and industries by means of a qualitative analysis of 94 semi-structured interviews with HR professionals and line managers. The results suggest a model with four sequential domains: HRM-as-intended, HRM-as-composed, HRM-in-use and HRM-in-integration. This study contributes to the existing literature by exploring the importance of HRM frames during HR change, proposing a model that regards and explains HRM as a process.
| Original language | English |
|---|---|
| Pages (from-to) | 557-580 |
| Number of pages | 24 |
| Journal | European journal of international management |
| Volume | 11 |
| Issue number | 5 |
| DOIs | |
| Publication status | Published - 2017 |
| Externally published | Yes |
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Keywords
- Congruence
- Consequences
- Context
- HR managers
- HRM
- HRM frames
- Line managers
Cite this
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HRM frames of HR managers and line managers : Congruence, consequences and context. / Ruël, Huub; Gbur, Markus.
In: European journal of international management, Vol. 11, No. 5, 2017, p. 557-580.Research output: Contribution to journal › Article › Academic › peer-review
TY - JOUR
T1 - HRM frames of HR managers and line managers
T2 - Congruence, consequences and context
AU - Ruël, Huub
AU - Gbur, Markus
PY - 2017
Y1 - 2017
N2 - In the HRM literature more and more attention is being paid to the role of HRM frames, especially in the phase of introducing new HRM subsystems. Individual HRM frames consist of assumptions, expectations and knowledge about HRM. If individual HRM frames share common contents and structures, they are regarded as congruent. According to theory, congruent frames of different stakeholders increase the efficiency of the introduction of organisational changes. This study investigates the congruence of HRM frames between HR professionals and line managers in different European companies and industries by means of a qualitative analysis of 94 semi-structured interviews with HR professionals and line managers. The results suggest a model with four sequential domains: HRM-as-intended, HRM-as-composed, HRM-in-use and HRM-in-integration. This study contributes to the existing literature by exploring the importance of HRM frames during HR change, proposing a model that regards and explains HRM as a process.
AB - In the HRM literature more and more attention is being paid to the role of HRM frames, especially in the phase of introducing new HRM subsystems. Individual HRM frames consist of assumptions, expectations and knowledge about HRM. If individual HRM frames share common contents and structures, they are regarded as congruent. According to theory, congruent frames of different stakeholders increase the efficiency of the introduction of organisational changes. This study investigates the congruence of HRM frames between HR professionals and line managers in different European companies and industries by means of a qualitative analysis of 94 semi-structured interviews with HR professionals and line managers. The results suggest a model with four sequential domains: HRM-as-intended, HRM-as-composed, HRM-in-use and HRM-in-integration. This study contributes to the existing literature by exploring the importance of HRM frames during HR change, proposing a model that regards and explains HRM as a process.
KW - Congruence
KW - Consequences
KW - Context
KW - HR managers
KW - HRM
KW - HRM frames
KW - Line managers
UR - http://www.scopus.com/inward/record.url?scp=85030171316&partnerID=8YFLogxK
U2 - 10.1504/EJIM.2017.086697
DO - 10.1504/EJIM.2017.086697
M3 - Article
AN - SCOPUS:85030171316
VL - 11
SP - 557
EP - 580
JO - European journal of international management
JF - European journal of international management
SN - 1751-6757
IS - 5
ER -