Implementation and consumption of HRM: Stakeholder differences

A high proportion of research into the HRM function relies on data obtained from managers alone, usually HRM managers. This study uses both managers ’ and employees ’ evaluations of the importance and the effectiveness of the HRM function in their organisations. The study data demonstrate that managers ’ evaluations are significantly higher than employees ’ evaluations. This illustrates that implementing HRM and experiencing HRM are two different matters, and suggests the need for a multi constituency approach for the evaluation of HRM