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When less is more: HRM implementation, legitimacy and decoupling

  • The implementation of human resource (HR) policies often proves troublesome due to the appearance, and stubborn persistence, of gaps in the process. Human resource management (HRM) scholars problematise these gaps and advocate tight implementation to reduce gaps and to ensure the desired impact of policies on organisational performance. Drawing on organisational institutionalism, we contend that gaps in implementing HR policies can actually be productive, as they secure organisational legitimacy, and thus enable organisations to operate viably within several institutional environments. We suggest that different approaches to implementation are needed, some of them premised on accepting sustained implementation gaps. We introduce minimum and moderate implementation approaches, rooted in the notion of decoupling, to complement approaches aimed at tight implementation. Our aim is to support the further development of research based on a richer interpretation of HRM implementation challenges and choices they present for HR managers.

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Metadaten
Author of HS ReutlingenKozica, Arjan
URN:urn:nbn:de:bsz:rt2-opus4-32782
DOI:https://doi.org/10.1111/1748-8583.12388
ISSN:1748-8583
Erschienen in:Human resource management journal : HRMJ
Publisher:Wiley-Blackwell
Place of publication:Hoboken, New Jersey
Document Type:Journal article
Language:English
Publication year:2022
Tag:HR Professional; HRM implementation; decoupling; institutional theory; legitimacy; line manager; strategic HRM
Volume:32
Issue:1
Page Number:14
First Page:247
Last Page:260
PPN:Im Katalog der Hochschule Reutlingen ansehen
DDC classes:330 Wirtschaft
Open access?:Ja
Licence (German):License Logo  Creative Commons - CC BY - Namensnennung 4.0 International