Strategic human resource practice implementation: The critical role of line management |
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| Affiliation: | 1. Department of Management, Orfalea College of Business, California Polytechnic State University, 1 Grand Ave, San Luis Obispo, CA 93407, United States;2. Department of Management, College of Business, Florida State University, 821 Academic Way, P.O. Box 3061110, Tallahassee, FL 32306-1110, United States;1. Nottingham University Business School China, The University of Nottingham Ningbo China, 199 Taikang East Road, Ningbo 315100, China;2. HEC Montréal, 3000 Chemin de la Côte Sainte-Catherine, Montréal, Québec H3T 2A7, Canada;1. Department of Management, College of Business, Florida State University, 821 Academic Way, P.O. Box 3061110, Tallahassee, FL 32306-1110, United States;2. Department of Management and Quantitative Methods, College of Business, Illinois State University, Campus Box 5580, Normal, IL 61790-5580, United States;3. Department of Management, College of Business Administration, Georgia Southern University, PO Box 8002, Statesboro, GA 30458, United States |
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| Abstract: | The implementation of effective human resource (HR) practices typically rests with line managers. This paper uses social context theory to propose that line manager HR implementation is influenced by organizational culture, climate, and political considerations. Subsequently, HR implementation is anticipated to drive employee outcomes. This model's implications and future research directions also are discussed. |
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