HRM implementation levers: a multiple case study of the implementability of HRM tools

Research output: Contribution to conferencePaperOther research output

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Abstract

A qualitative study of HRM programmes in eight different organizations was set up in order to identify factors, called implementability levers, that contributed to the implementability of those programmes. Three types of those levers were found, related to, respectively, the proces of the programme implementation (example: the involvement of line managers in the programme development), the content of the programme (example: the adaptibility of the programme) and the programme’s context (example: the accessability of the HRM department for involved line managers). Levers in each of the categories appeared to have, as regards their impact on the programme’s implementability, a bright as well as a dark side: they tended to promote, in some specific way, as well as to hamper, in another specific way, the implementation of programmes. Taking care of programme implementability thus shows up as a doable, but puzzling, change management-like task of HR managers.
Original languageEnglish
Number of pages24
Publication statusPublished - 2011
EventVIII International Workshop on HRM - Universidad Pablo de Olavide, Sevilla, Spain
Duration: 12 May 201113 May 2011
https://www.upo.es/diario/2011/doc/programa_wsrrhh.pdf

Conference

ConferenceVIII International Workshop on HRM
CountrySpain
CitySevilla
Period12/05/1113/05/11
Internet address

Keywords

  • hrm
  • implementation
  • devolution

Cite this

Emans, B., Boeve, A., & van der Klok Postema, M. (2011). HRM implementation levers: a multiple case study of the implementability of HRM tools. Paper presented at VIII International Workshop on HRM, Sevilla, Spain.
Emans, Ben ; Boeve, Arnoud ; van der Klok Postema, Marijke. / HRM implementation levers : a multiple case study of the implementability of HRM tools. Paper presented at VIII International Workshop on HRM, Sevilla, Spain.24 p.
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abstract = "A qualitative study of HRM programmes in eight different organizations was set up in order to identify factors, called implementability levers, that contributed to the implementability of those programmes. Three types of those levers were found, related to, respectively, the proces of the programme implementation (example: the involvement of line managers in the programme development), the content of the programme (example: the adaptibility of the programme) and the programme’s context (example: the accessability of the HRM department for involved line managers). Levers in each of the categories appeared to have, as regards their impact on the programme’s implementability, a bright as well as a dark side: they tended to promote, in some specific way, as well as to hamper, in another specific way, the implementation of programmes. Taking care of programme implementability thus shows up as a doable, but puzzling, change management-like task of HR managers.",
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author = "Ben Emans and Arnoud Boeve and {van der Klok Postema}, Marijke",
year = "2011",
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note = "VIII International Workshop on HRM ; Conference date: 12-05-2011 Through 13-05-2011",
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Emans, B, Boeve, A & van der Klok Postema, M 2011, 'HRM implementation levers: a multiple case study of the implementability of HRM tools' Paper presented at VIII International Workshop on HRM, Sevilla, Spain, 12/05/11 - 13/05/11, .

HRM implementation levers : a multiple case study of the implementability of HRM tools. / Emans, Ben; Boeve, Arnoud; van der Klok Postema, Marijke.

2011. Paper presented at VIII International Workshop on HRM, Sevilla, Spain.

Research output: Contribution to conferencePaperOther research output

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AB - A qualitative study of HRM programmes in eight different organizations was set up in order to identify factors, called implementability levers, that contributed to the implementability of those programmes. Three types of those levers were found, related to, respectively, the proces of the programme implementation (example: the involvement of line managers in the programme development), the content of the programme (example: the adaptibility of the programme) and the programme’s context (example: the accessability of the HRM department for involved line managers). Levers in each of the categories appeared to have, as regards their impact on the programme’s implementability, a bright as well as a dark side: they tended to promote, in some specific way, as well as to hamper, in another specific way, the implementation of programmes. Taking care of programme implementability thus shows up as a doable, but puzzling, change management-like task of HR managers.

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Emans B, Boeve A, van der Klok Postema M. HRM implementation levers: a multiple case study of the implementability of HRM tools. 2011. Paper presented at VIII International Workshop on HRM, Sevilla, Spain.