Strategic human resource practice implementation; the critical role of line management -- Sikora & Ferris, 2014
7 important questions on Strategic human resource practice implementation; the critical role of line management -- Sikora & Ferris, 2014
What is the goal of this article? (Sikora & Ferris, 2014)
What are the three key components of an effective employee management strategy? (Sikora & Ferris, 2014)
- Alignment between people strategy and business goals
- Alignment across individual HR practices
- HR practice implementation focus (which represents the degree to which HR practices are put into effect by an organisations line managers and employees)
Line managers may not have the ability to effectively implement their organisations HR practices (due to lack of performance appraisals) or don't have the motivation. When making implementation decisions, line managers are influenced by a variety of social context factors. What is meant by the social context? (Sikora & Ferris, 2014)
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What doe the line management HR practice implementation level include? (Sikora & Ferris, 2014)
Which four (employee) outcomes are mentioned under line management HR practice implementation level? (Sikora & Ferris, 2014)
- Turnover intention (intentions to leave the organisation within the next 12 months)
- Job performance (perceptions of their ability to meet their job requirements and responsibilities)
- Job satisfaction (overall job contentment and enjoyment)
- Subordinate procedural justice perceptions (perceptions of their organisations decision making process and their involvement in that process)
The primary theoretical framework for this proposed model is the conceptualization of the social context theory, however, what does this mean? (Sikora & Ferris, 2014)
What are the three key social factors? (Sikora & Ferris, 2014)
- Organisational culture (norms, beliefs, core values)
- Organsiational climate (short-term & changeable understanding of their environment)
- Organisations social interaction and political considerations (help shape an organisations culture and help explain the disconnects between culture, HR practices and implementation
The question on the page originate from the summary of the following study material:
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