1Strategic human resource practice implementation:The critical role of line management

David M. Sikora a,, Gerald R. Ferris b

Presented by:Ali Imran

HRM PRACTICES LINE MANAGERS ROLE ORG.O/P

INDEP. VARIABLE DEPND. VARIABLE

HRM PRACTICS

Strategic Practices

•Employee Empowerment•Management Development•Teamwork

Technical Practices

•Benefits, •Compensation, •Safety

SOCIAL CONTEXT THEORY

• An organization's social context, including its culture, climate, political considerations, and social interactions• Shapes the linkages between HR systems, HR practice

implementation, and organization effectiveness. • This paper is based on the model of Grattan and Truss

(2003) and social context theory model by Ferris et al., 1998.• This social context model also proposes that the types of

HR practices that are developed and implemented in each organization are shaped by these key social factors (Ferris et al., 1998).

VARIABLES AND DIMENSIONS

OrganizationalCulture

Social Interactions

OrganizationalClimate

PoliticalConsiderations

Line Manager HRPracticeImplementation Level

Subordinate TurnoverIntentionSubordinate JobPerformance

Subordinate JobSatisfaction

SubordinateProcedural JusticePerceptionsPurposed model by Sikora, R. Ferris (2014)

DIMENSIONS OF MODEL

SubProcedural Justice

Perceptions

Org.Culture

Org.Climate

PolityConsider

Subordinate TurnoverIntention

Sub. JobPerformance

Subordinate JobSatisfaction

ORGANIZATIONAL CLIMATE

• the definitions of organizational climate offered by such authors as Gihner (1966), Taguri (1968), Meyer (1967), Georgopoulos (1965), Litwin and Stringer (1966), and Gellerman (1959), • one might define organizational climate as a relatively

enduring quality of an organization's internal environment distinguishing it from other organizations;• (a) which results from the behavior and policies of members

of the organization, especially top management; • (b) which is perceived by members of the organization;• (c) which serves as a basis for interpreting the situation; and

(d) acts as a source of pressure for directing activity.

ORGANIZATIONAL CLIMATE CONT…..

Factors that influence Organizational Climate

Involvement

Co-worker Cohesion

Supervisor Support

Autonomy

Task Orientation

Work Pressure

Clarity

Managerial Control

Innovation

Physical Comfort

Accountability

ACCOUNTABILITY• Renwick (2000) found that while many line managers welcome HR

responsibilities, this responsibility needs to be accompanied with greater accountability.

• Renwick also argued that responsibility and accountability are key factors in the execution of line managers' HR duties.

• Accountability also was identified as an HR implementation issue by Cassell et al.'s (2002) study of small business line managers. These managers felt that while they were accountable for implementing their organization's HR practices, they also believed that there was no formal evaluation of HR practice success.

• Renwick (2003) similarly found that line managers believed that they were increasingly assuming HR responsibilities and accountability, yet they were given little authority in carrying out those duties.

• Watson et al. (2007) asserted that clearly defined accountability for HR tasks is crucial for line managers' HR practice execution.

SUBORDINATE PROCEDURAL JUSTICE PERCEPTION

• Kim (2009) found that employees who perceived that they were treated fairly by their company tended to develop and maintain communal relationships with the company.• when employees felt that they were treated fairly by their company,

they were likely to hold more commitment, trust, satisfaction, and control mutuality than when they perceived that they were treated unfairly.• organizational justice perceptions strongly effect the attitude of the

workers such as job satisfaction, turnover intentions and organization commitment and also workplace behavior such as absenteeism and organizational citizenship behavior (Colquitt, Conlon, Wesson, Porter, & Ng, 2001).

TYPES OF JUSTICE

• It has three types

• (I) Distributive justice

• (II) Procedural justice

• (III) Interactional justice

DISTRIBUTIVE JUSTICE • The notion of fairness in organizations emerged from the

social-psychological literature on distributive justice (Adams, 1963, 1965; Deutsch, 1975, 1985) .• Distributive justice has its origins in equity theory (Adams, 1965), which argues that individuals compare their input–output ratios with those of others in order to determine the level of fairness.• When individuals perceive inequity, they modify their

effort, or change their perceptions of inputs or outcomes• In performance appraisals, individuals compare their

efforts with the rating they received and the fairness of the rating constitutes distributive justice perceptions

PROCEDURAL JUSTICE• Procedural justice, defined as the fairness of the process by which

outcomes are determined (Lind & Tyler, 1988)• (Leventhal, 1980; Leventhal et al., 1980) theory of procedural justice

judgments focused on six points • (a) be applied consistently across people and across time, • (b) be free from bias (e.g., ensuring that a third party has no vested

interest in a particular settlement), • (c) ensure that accurate information is collected and used in making

decisions, • (d) have some mechanism to correct flawed or inaccurate decisions,• (e) conform to personal or prevailing standards of ethics or morality, • (f) ensure that the opinions of various groups affected by the decision

have been taken into account.

INTERACTIONAL JUSTICE• Indicate the management representatives behavior toward

subordinate (most advance aspect of justice perception in org.)• More recently, interactional justice has come to be seen as

consisting of two specific types of interpersonal treatment (Greenberg, 1990a, 1993b). • The first, labeled interpersonal justice, reflects the degree

to which people are treated with politeness, dignity, and respect by authorities or third parties involved in executing procedures or determining outcomes. • The second, labeled informational justice, focuses on the

explanations provided to people that convey information about why procedures were used in a certain way or why outcomes were distributed in a certain fashion.

NOW NEXT IS MY PROBLEM STATEMENT AND FURTHER WORK FROM MY SIDE

PROBLEM STATEMENT 

•Subordinate justice perceptions level, impact of organizational climate on Line managers HRM implementation.

Variables

organizational climate

Subordinate justice

perceptions level

Line managers HRM

implementation

INDEP. VARIABLE

MEDIATOR

DEP.VARIABLE

ORGANIZATIONAL CLIMATE

• the definitions of organizational climate offered by such authors as Gihner (1966), Taguri (1968), Meyer (1967), Georgopoulos (1965), Litwin and Stringer (1966), and Gellerman (1959), • one might define organizational climate as a relatively

enduring quality of an organization's internal environment distinguishing it from other organizations;• (a) which results from the behavior and policies of members

of the organization, especially top management; • (b) which is perceived by members of the organization;• (c) which serves as a basis for interpreting the situation; and

(d) acts as a source of pressure for directing activity.

ORGANIZATIONAL CLIMATE IMPACT ON LINE MANAGERS HRM IMPLEMENTATIONS

• Organizational culture is defined by an organization's enduring and deeply shared attitudes, norms, and beliefs. In comparison, Organizational climate is individuals' more short-term and variable environmental interpretation (Denison, 1996; Ferris et al., 1998; Kopelman, Brief, & Guzzo, 1990). Kopelman et al. (1990) argued that organizational climate includes an organization's key Goals, work means and methods, task and social support provided to employees, and the type of rewards provided for good job

AT NEXT NOW YOU HAVE TO DEFINE YOUR VARIBLES DEFINATIONS AND OLD AUTHORS WORDS FOR IT AND RELATION WITH YOUR DEPNDENT VARIABLES BY EACH DIEMENSION FOR THIS PURPOSE YOU HAVE TO READ VARIOUS PAPERS(ABSTRACT INTRODUCATIONAND CONCLUSION ONLY)AFTER THAT YOUR VARIABLES WILL BE THEORIZED THEN YOU COME UP WITH YOUR OWN HYPOTHESIS