Mind the intended-implemented gap

Understanding employees' perceptions of HRM

authored by

Erk P. Piening, Alina M. Baluch, Hans Gerd Ridder

Abstract

This study aims to shed light on the implementation of HR practices as a key piece of the human resource management (HRM)-performance puzzle. Although the literature suggests that discrepancies between the organization's intended and implemented HR practices are essential to understanding employees' perceptions of and reactions to HRM, little attention has been devoted to this issue. Drawing upon a multiple-case study of German health and social services organizations, we therefore explore the linkages (and potential gaps) between intended, implemented, and perceived HR practices. Our study provides new insights into the underlying mechanisms of this relationship, highlighting an organization's ability to leverage its resources as playing a crucial moderating role in implementing intended HR practices, while employees' expectations of HRM moderate the link between implemented and perceived HR practices. We advance a set of propositions that contributes to a more nuanced, multilevel understanding of the complex phenomenon of HRM implementation.

Organisation(s)

Institute of Human Resource Management and Organizational Behavior

External Organisation(s)

ESCP Europe Berlin Campus
University of St. Andrews

Type

Article

Journal

Human resource management

Volume

53

Pages

545-567

No. of pages

23

ISSN

0090-4848

Publication date

07.2014

Publication status

Published

Peer reviewed

Yes

ASJC Scopus subject areas

Applied Psychology, Strategy and Management, Organizational Behavior and Human Resource Management, Management of Technology and Innovation

Sustainable Development Goals

SDG 3 - Good Health and Well-being

Electronic version(s)

https://doi.org/10.1002/hrm.21605 (Access: Closed)