HR professionals' use of influence in the effective implementation of HR practices

Abstract

This study examines the use of influence tactics by HR professionals to increase the likelihood that HR practices (HRPs) are effectively implemented. We use logistic regression to test the effect of HR professionals' use of both soft and hard influence tactics on HRP implementation effectiveness in a sample of 82 successful and 74 failed implementation processes. The results show that HR professionals are more likely to see the HRPs they develop effectively implemented when they (1) involve line managers in the development of HRPs (consultation), (2) look for credible figures within the organisation that may publicly endorse and support the new practice (coalition), and (3) do not put too much pressure on HRP users with deadlines and reminders (pressure). While soft tactics such as rational persuasion, inspirational appeals or ingratiation are very much used by HR professionals, our results show that they do not have a significant impact on HR implementation effectiveness when controlling for other factors such as HRPs' level of organisational fit and CEO support. We discuss these findings in the light of the HR implementation and HR influence literatures.