HRM frames of HR managers and line managers: Congruence, consequences and context

Huub Ruël*, Markus Gbur

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

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 languageEnglish
Pages (from-to)557-580
Number of pages24
JournalEuropean journal of international management
Volume11
Issue number5
DOIs
Publication statusPublished - 2017
Externally publishedYes

Fingerprint

manager
organizational change
subsystem
stakeholder
efficiency
industry
interview
literature
Managers
Line managers
Congruence

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 journalArticleAcademicpeer-review

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