Line management attributions for effective HRM implementation

IF 2.7 3区 管理学 Q2 INDUSTRIAL RELATIONS & LABOR
A. Bos‐Nehles, B. I. Van der Heijden, Maarten van Riemsdijk, J. C. Looise
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引用次数: 10

Abstract

Purpose – Many HRM practices are never thoroughly implemented or are implemented ineffectively. To better understand what line managers need to implement HRM practices effectively, we have developed and validated a psychometrically sound measurement instrument dealing with line managers’ attributions for effective HRM implementation. Based on the theory of causal attributions, we distinguish between internal and external attributions that determine how line managers implement HRM practices on the work floor. Design/methodology/approach - A multi-dimensional approach has been used and, after collecting data from 471 line managers, thorough scale development guidelines and validation procedures have been applied for instrument development. Findings - The instrument’s psychometric qualities have been assessed by calculating the reliability and validity of line managers’ internal attributions – including its composing dimensions of desire and competences - and their external attributions – including the dimensions of support, capacity and policy & procedures. In particular, both convergent and discriminant validity as well as intra-class correlations have been established. The newly developed measures are found to be of good quality. The scales appear to discriminate well between the distinguished groups and show a good variation within groups. Practical implications – The newly developed measurement instrument helps HRM professionals to better understand line managers’ attributions to effectively implement HRM practices and to provide them with support and training for effective HRM implementation. Originality/value – Previous research has already identified weaknesses in HRM implementation, but lacked to address the causes of this. We present antecedents for HRM implementation effectiveness, based on the causal attribution theory, and present a psychometrically validated instrument to measure these antecedents.
有效实施人力资源管理的直线管理属性
目的-许多人力资源管理实践从未彻底实施或实施无效。为了更好地理解直线经理需要什么来有效地实施人力资源管理实践,我们已经开发并验证了一种心理测量学上健全的测量工具,用于处理直线经理对有效人力资源管理实施的归因。基于因果归因理论,我们区分了内部归因和外部归因,这些归因决定了直线经理如何在工作场所实施人力资源管理实践。设计/方法学/方法-采用了多维方法,在从471位生产线经理收集数据后,已将全面的规模开发指南和验证程序应用于仪器开发。通过计算直线经理的内部归因(包括欲望和能力的构成维度)和外部归因(包括支持、能力、政策和程序的维度)的信度和效度,评估了该工具的心理测量质量。特别是,收敛效度和判别效度以及类内相关性都已建立。新制定的措施质量很好。这些量表似乎在不同的组之间有很好的区别,在组内也有很好的差异。实际意义-新开发的测量工具帮助人力资源管理专业人员更好地了解直线经理的属性,以有效地实施人力资源管理实践,并为他们提供有效实施人力资源管理的支持和培训。原创性/价值-先前的研究已经确定了人力资源管理实施中的弱点,但缺乏解决其原因。基于因果归因理论,我们提出了人力资源管理实施有效性的前因,并提出了一种心理计量学验证的工具来测量这些前因。
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来源期刊
Employee Relations
Employee Relations Multiple-
CiteScore
6.50
自引率
8.80%
发文量
69
期刊介绍: ■Communication, participation and involvement ■Developments in collective bargaining ■Equal opportunities ■Health and safety ■HRM ■Industrial relations and employment protection law ■Industrial relations management and reform ■Organizational change and people ■Personnel and recruitment ■Quality of working life
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