Line management attributions for effective HRM implementation

Abstract

PurposeMany HRM practices are never thoroughly implemented, or are implemented ineffectively. To better understand what line managers need to implement HRM practices effectively, the authors have developed and validated a psychometrically sound measurement instrument dealing with line managers' attributions for effective HRM implementation. Based on the theory of causal attributions, the authors distinguish between internal and external attributions that determine how line managers implement HRM practices on the work floor.Design/methodology/approachA multidimensional approach has been used, and, after collecting data from 471 line managers, thorough scale development guidelines and validation procedures have been applied for instrument development.FindingsThe instrument's psychometric qualities have been assessed by calculating the reliability and validity of line managers' internal attributions – including its composing dimensions of desire and competences – and their external attributions – including the dimensions of support, capacity and policy and procedures. In particular, both convergent and discriminant validity as well as intra-class correlations have been established. The newly developed measures are found to be of good quality. The scales appear to discriminate well between the distinguished groups and show a good variation within groups.Practical implicationsThe developed measurement instrument helps HRM professionals to better understand line managers' attributions to effectively implement HRM practices and to provide them with support and training for effective HRM implementation.Originality/valuePrevious research has already identified weaknesses in HRM implementation, but lacked addressing the causes of this. The study presents antecedents for HRM implementation effectiveness, based on the causal attribution theory, and a psychometrically validated instrument to measure these antecedents.