Implementation of Human Resource Management Practices

It is necessary to use HRM initiatives that are of good quality and that fit the goals of your organization, but it is not enough to have these HRM initiates. If people in the organization do not perceive and experience these practices they will probably not help to reach the organizational goals. If people do not know that e.g. they can get rewarded for their service excellence, as presented in the example of the service-oriented HRM practices, they may stick to rules and procedures that are agreed upon in the organization and thus not go any extra mile for patients. This is why it is not only important to have high-quality HRM practices, but that these practices are also implemented in the organization and that people actually make use of them.

Effective implementation of HRM practices depends on various stakeholders within the organization. Which messages do top managers or HR managers send about these HRM initiatives? Do they act in accordance with these practices themselves and behave as role models? Do they make sure that HRM practices are visible within the organization by sharing them widely and communicating about these practices? Are the practices understandable? Are they relevant? Are they legitimate? Which messages do line managers receive and send about these initiatives? Do they understand them? Do they find them relevant? Are they instrumental towards their own goals and ways of working? Do they find these practices valid? Are they consistently applied within the organization? And of course employees also perceive these HRM messages sent. They may perceive differences in how they are applied by different actors and between departments. Do they think the practices and how they are applied is fair?

The involvement of various stakeholders in the implementation may also lead to gaps between what the organization intended regarding HRM initiatives, how line managers understood and used them, and how employees perceive these practices. What employees perceive different HRM messages than intended, they may contribute to different, or no, goals of the organization.