HRM implementation by multiple HRM actors: a social exchange perspective
研究直线经理与人力资源专业人员及员工之间的社会交换关系如何影响人力资源管理的实施，发现员工与直线经理的良好关系及直线经理的动机能提升员工对人力资源管理实践的感知和情感承诺。
In this study, we understand HRM implementation as a social process that depends on the social exchange relationships between line managers and both HR professionals and employees. As such, we offer a fresh approach to understanding HRM implementation by concentrating on the social exchange among HRM actors. We do so by investigating to what extent these exchange relationships influence HRM implementation, as reflected in employees’ perceptions of the presence of HRM practices and their affective commitment. We collected multilevel data from two sources (line managers and employees) and in two phases in a Dutch engineering firm, and obtained fully matched manager – employee information from 75 employees and 20 line managers. Our results show that employees perceive a larger number of HRM practices when they have a good relationship with their line managers and when their line managers are motivated to implement HRM practices. Line managers, in turn, reciprocate perceived support from the HR department with greater motivation to implement these practices. We conclude that because HRM actors engage in social interactions, HRM practices will be implemented at the organizational level because employees perceive the presence of HRM practices and then reciprocate this with affective commitment.