Dancing in Tandem: The Role of HR Value Congruence and Line Manager‐HR Manager Collaboration in Effective HR Implementation
研究了直线经理与人力资源经理在人力资源价值观上的一致或不一致如何通过合作影响直线经理的人力资源实施行为，基于206家零售门店的多源数据发现，双方价值观一致时合作与实施效果最佳，且人力资源经理的政治技能调节了价值观不一致与合作水平的关系。
ABSTRACT Despite the increasing significance of partnerships between line managers and human resource managers in implementing HR practices, prior research has overlooked the potential interplay between these two groups in terms of collaboration and line managers' subsequent HR implementation behavior. By integrating insights from value congruence theory and social context theory, we formulated a model that examines how congruence or incongruence in HR values between line managers and HR managers influences line managers' HR implementation behaviors through their collaboration. We tested our hypotheses using multi‐source and multi‐wave data from 206 stores within a large retail chain organization (206 line managers, 206 HR managers, and 1227 employees). The polynomial regression results revealed that optimal collaboration and line managers' HR implementation behaviors occur when both parties agree on HR value, while disagreement negatively impacts these aspects. Moreover, we observed significant differences between the two levels of agreement (i.e., “high–high” congruence vs. “low–low” congruence). We further found that HR managers' political skill moderates the relationship between incongruence in HR value and collaboration levels. This research advances the understanding of HR implementation by emphasizing the importance of mutual agreement between line managers and HR managers and the role of HR managers' political skill.