The dynamic nature of HRM implementation: a structuration perspective

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

Research output: Contribution to journalArticleAcademicpeer-review

11 Citations (Scopus)
2166 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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