Unravelling the dynamics of HRM implementation: a process perspective

This dissertation is focused on three research problems. Firstly, the concept of HRM-as-a-process is incomplete. In most studies, the HRM implementation process seems to finish after employees have perceived HRM practices. As such, little is known about what happens to HRM practices during the HRM implementation process and the way in which they evolve. Secondly, in its current state, HRM implementation seems to be a one-directional, mechanistic process which logically leads from point a to b. This suggests that HRM implementation is a plannable process which involves ticking boxes. Herewith, the dynamics of this complex process are overlooked. Thirdly, in HRM implementation literature a strict separation exists between roles of organisational actors in HRM implementation. In this, policymakers design HRM practices, line managers implementation, and employees perceive. However, this clear separation of ‘who does what’ seems to provide an overly simplistic division of tasks. In this dissertation, a process perspective is used to study the dynamics that take place during the HRM implementation process, as well as the roles that organisational actors play in this process. The theoretical insights and empirical findings which are discussed in this dissertation demonstrate that during their implementation process, HRM practices continue to develop. At the moment of taking the decision to adopt a new HRM practice, it is rather an anticipated one, instead of an end product. During the dynamic HRM implementation process, HRM practices evolve into an orchestrated version which is in line with the ideas, interests and routines of organisational stakeholders. Rather than seeing this process as an unwanted effect of the involvement of a large number of stakeholders in HRM implementation, I argue it is a necessary element which can contribute to the creation of a supported, fitting and sustainable HRM practice