Implementing HR Practices: Line Manager’s Cost Reduction HR Attribution and Extrinsic Motivation

Abstract

Although substantive research has devoted increasing attention to effectiveness of HRM practices, the critical role of line managers’ attribution and motivation has been overlooked. Drawing from social information processing theory, we investigate the content and process of HRM implementation and explore how employee attitudes and behavior are affected through perception. HRM content refers to the practices implemented by line managers. The process of HRM implementation entails line managers’ cost reduction attribution and extrinsic motivation. This study further propose that line managers’ cost reduction HR attribution and extrinsic motivation weaken the associations between implemented and perceived HR practices. Analyzing the matched data from 151 department managers and 996 employees, we found that employees who perceive high levels of implemented HR practices are more likely to commit to the organization and engage to work. Further, when line managers’ cost reduction attribution and extrinsic motivation is higher, employees will perceive lower levels of implemented HR practices. These findings contribute to the strategic HRM literature by demonstrating the significant role of line managers’ attribution and motivation in HRM implementation and explain why HR practices implemented may not achieve the expected effectiveness. Implications, limitations and future directions are discussed.