Mind the Intended‐Implemented Gap: Understanding Employees’ Perceptions of HRM
通过德国健康与社会服务组织的多案例研究，探讨了组织意图、实际实施与员工感知的人力资源实践之间的差距，发现组织资源利用能力和员工期望分别调节了不同环节的关系。
This study aims to shed light on the implementation of HR practices as a key piece of the human resource management ( HRM )–performance puzzle. Although the literature suggests that discrepancies between the organization's intended and implemented HR practices are essential to understanding employees’ perceptions of and reactions to HRM , little attention has been devoted to this issue. Drawing upon a multiple‐case study of German health and social services organizations, we therefore explore the linkages (and potential gaps) between intended, implemented, and perceived HR practices. Our study provides new insights into the underlying mechanisms of this relationship, highlighting an organization's ability to leverage its resources as playing a crucial moderating role in implementing intended HR practices, while employees’ expectations of HRM moderate the link between implemented and perceived HR practices. We advance a set of propositions that contributes to a more nuanced, multilevel understanding of the complex phenomenon of HRM implementation. © 2014 Wiley Periodicals, Inc.