The dynamic nature of HRM implementation: a structuration perspective

Jorrit van Mierlo (Corresponding Author), Tanya Bondarouk, Karin Sanders

    Research output: Contribution to journalArticleAcademicpeer-review

    20 Citations (Scopus)
    2330 Downloads (Pure)

    Abstract

    Over the past decades, scholars have dedicated substantial attention to the process of HRM implementation. Most progress has been made with debates on HRM system strength, roles of organisational actors in HRM implementation, and intended, actual and perceived HRM. In this paper, we challenge the current view on HRM implementation as being too static and one-directional. By building on structuration theory, we show that the process of HRM implementation is less straightforward than has been previously assumed. After their initial introduction, HRM practices evolve through turbulent developments. Furthermore, instead of neatly distributed roles following meticulously scheduled planning, HRM practices are influenced by various organisational actors. For successful implementation, HRM practices need to become inscribed into the interpretive schemes of organisational actors, resources have to be distributed, the HRM practice has to gain legitimacy. We develop a comprehensive
    framework that assists in understanding the process of HRM implementation.
    Original languageEnglish
    Pages (from-to)3026-3045
    Number of pages20
    JournalInternational journal of human resource management
    Volume29
    Issue number22
    Early online date6 Mar 2018
    DOIs
    Publication statusPublished - 2018

    Keywords

    • UT-Hybrid-D
    • HRM practices
    • HRM actors
    • Structuration Theory
    • HRM roles
    • HRM Implementation

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