What works for whom in which circumstances in successful HRM implementation? A realist synthesis
采用现实主义综合方法，系统梳理62篇实证研究，提出四种基于不同行动者（直线经理、员工、高层管理者、人力资源部门）的过程机制理论，解释HR实践实施成败的原因及情境影响。
High-quality HR practices do not always yield positive outcomes due to implementation shortcomings, which has led to the shift in focus from the content of HR practices to their process of implementation. Despite this shift, there remains a lack of systematic understanding of how and why implementation of HR practices succeeds or fails. To address this gap, a comprehensive review of effective implementation mechanisms, influencing contextual factors, and resulting outcomes is needed. Consequently, this study adopts a realist synthesis approach following the RAMESES publication standards to identify and synthesise existing evidence from empirical studies of HRM implementation. Reviewing 62 articles, we extracted and proposed four realist programme theories based on the process mechanisms attributed to actors of line managers, employees, senior managers, and HR departments. These realist programme theories explain how the process mechanisms bring about different outcomes in different contexts, hence, they enhance the understanding of ‘what works for whom in which circumstances?’ regarding HRM implementation.