Human Resource Management Performance Research Articles

The Relationship between Human Resources Management and Non-financial Performance of Quoted Food and Beverages Companies in Nigeria: The Moderating Role of Organizational Culture

Due to unclear and unpredictable definition of organizational culture, business performance and human resources management practices in Nigeria, most food and beverages firms have no sustainable basis for creating and maintaining a competitive advantage, firm performance and development in the industry where they operate and are unable to achieve targeted performance. This makes it necessary for the HRM department to play a crucial role to manage their employees together with the welfare of the organization. The main purpose of the study is to investigate the relationship between human resources management (HRM) and non-financial performance (NFP) with moderating role of organizational culture. Hypothesis was developed considering five key HRM practices and NFP and subsequently testing based on data from 5 quoted selected food and beverages companies in Nigeria. The findings using hierarchical regression analysis revealed that human resources management and organizational culture have significant effect on non-financial performance (F = 854.526, p < 0.05). Organizational culture had no significant moderating effect on the relationship between human resource and non-financial performance in Nigeria (∆R 2 = 0.001; ∆F = 1.894; p >0.05). The study recommended that the management of Food and beverages companies in Nigeria should create a supportive culture in the organization as such will help the employees to put in their best towards enhancing firm performance.

Implementation of human resource management functions in selected small manufacturing companies in Ga-Rankuwa industrial area, Gauteng, South Africa

Orientation: Human resource management (HRM) is a fundamental element in the success of any organisation. Research on HRM functions in medium and large organisations has been given much attention. However, few research studies have been conducted in assessing the importance and implementation of HRM functions in small companies.Research purpose: The objective of this study was to investigate the implementation of HRM functions and its perceived importance in small manufacturing companies (SMC), as well as the limitations or barriers to effective HRM implementation in SMCs.The motivation for the study: Human resource management functions play a strategic role in any organisation. Literature studies indicate that relatively little is known about HRM functions in small businesses. This research aimed to contribute to the knowledge of HRM and enhance the understanding and importance of the HRM functions in SMCs.Research approach/design and method: A qualitative research design was followed. A convenience sampling technique was used with eight participants. Data were collected by means of semi-structured interviews.Main findings: The HRM functions of recruitment and orientation, general labour relations, human resource information systems (HRIS), performance management, training and development, and remuneration and benefit were informally implemented and acknowledged as crucial in SMCs. The study further found that a limited budget, lack of resources and capacity, inadequate systems, ineffective employment relationships, lack of knowledge and understanding of HRM functions and business instability negatively affect SMCs to implement all HRM functions within the business and therefore negatively influence the performance of the company.Practical/managerial implications: All managers/owners and employees are aware of all the HRM functions that could enhance the performance and success of their organisation.Contribution/value-add: The study findings will assist SMCs to implement and understand the importance of HRM functions as well as the barriers to effective implementation of HRM functions.

Human Resource Management and Organisational Performance: The Mediating Role of Social Exchange

This study seeks to explore the impact of specific set of HRM practice on organisational performance in a Middle Eastern emerging market. It aims to examine the mediating role of social exchange within the healthcare sector in Jordan, which is presently reeling under pressure from the refugee crisis from Syria and neighbouring countries. Both, HR and hospital managers were targeted in all private and public hospitals through two separate questionnaires. We find, as predicted, that recruitment, training, and internal promoting from within have a positive and significant effect on performance. However, contrary to expectations, we found performance appraisal and rewards and benefits not linked with performance. Notably, whilst researchers argue that a better theoretical understanding of the mechanisms describing the relationship between HRM and performance should be developed, the results indicate that social exchange can play an essential role in explaining the HRM‐performance indirect relationship – a result that partly unlocks the elements of so‐called ‘black box’ in HR research. The theoretical and applied implications of these findings are explored.

Does Intellectual Capital Explicate the Relationship Between Strategic Human Resources Management and Innovation Performance? A Conceptual Framework

Does Intellectual Capital Explicate the Relationship Between Strategic Human Resources Management and Innovation Performance? A Conceptual Framework

Mechanism of organisational excellence as a mediator on the relationship between human resource management and organisational performance: empirical evidence from public sector

PurposeThe main purpose of this paper aims to evaluate the mediating effect of organisational excellence between human resource management (HRM) and organisational performance through the perspective of the resource-based view theory of the firm.Design/methodology/approachThe four hypotheses presented in this study were tested using data collected from employees of the Dubai Police Force in the United Arab Emirates. A questionnaire survey was performed and the SmartPLS analysis software was used to examine the relationship between the proposed variables by testing the measurement and structural models.FindingsThe results obtained in this study indicated that all four of the proposed hypotheses were supported.Practical implicationsThe findings of this research can be used by decision-makers, managers and practitioners to improve the performance of their organisations through the implementation of innovative strategies such as organisational excellence.Originality/valueThis study is considered one of the very few empirical studies that examine the effect of HRM, excellence and performance.

Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management

In light of future work challenges, actual human resource management (HRM) needs to be redesigned, including long-term development, regeneration, and renewal of human resources, passing from consuming to developing human resources by incorporating the concept of sustainability. Thus, sustainable HRM is seen as an extension of strategic human resources, presenting a new approach to human resource management. The labor market is constantly changing, atypical work acquiring a significant relevance, especially in these current times of coronavirus crisis restrictions. In Romania, promoting the law of teleworking transformed labor flexibility into a topic of interest, and became an increasingly vital requirement for employment and a motivating factor for Romanian employees. In such a context, this paper aims to investigate the link between employee development and worktime and workspace flexibility as relevant characteristics of sustainable HRM, job satisfaction and job performance among Romanian employees in order to identify how to redesign HRM in the face of “future work” challenges. Additionally, the paper aims to examine the impact of different types of flexibility—contractual, functional, working time, and workspace flexibility—in order to highlight the relevance of employee development and employee flexibility as important aspects of sustainable HRM in increasing the overall level of employee job satisfaction. In order to make this possible, an “employee flexibility composite indicator,” which takes into account different types of flexibility, has been developed using feedback from Romanian employees, which was gathered by a national representative survey using multiple correspondence analysis. Furthermore, the impact of both individual and employee flexibility on overall level of job satisfaction has been quantified using binary logistic regression models. Within the research, there is a particular focus on the impact of new types of workspaces (flex office, co-working, total home office, partial home office—FO, CW, HOT, HOP) on job performance, job satisfaction, organizational performance, professional growth and development, social and professional relationships, and personal professional performance as well as on the overall level of work motivation. The empirical results revealed that these new types of workspaces are highly appreciated by employees, generating a growing interest among them. Partial home working, the mix between working from home and working in a company’s office, has been considered an optimal solution in increasing organizational performance, social and professional relationships, learning and personal development, and the overall level of work motivation. The results of the multiple correspondence analysis highlighted a medium level of flexibility among those Romanian employees interviewed, with only one third of them exhibiting high levels of flexibility. The empirical analysis of logistic regression analysis pointed out the role of functional flexibility, working time, and workspace flexibility along with the flexibility composite indicator in increasing the level of job satisfaction in employees. Therefore, if the challenge is to redesign the actual human resource management in order to include the concept of sustainability, attention needs to be on a combination of employee development-flexible time and flexible places, leading to an increase in both employee job satisfaction and organizational performance as important outcomes of sustainable HRM.

High-performance work systems and job performance: the mediating role of social identity, social climate and empowerment in Chinese banks

PurposeDespite the utility of social identity and social climate theories in explaining individual and group behaviour within organizations, little research has been conducted on how these approaches interconnect to explain the way high-performance work systems (HPWSs) may increase job performance. This study extends one’s understanding of the human resource management (HRM)–performance relationship by examining the interconnections between these disparate social approaches within the Chinese banking context.Design/methodology/approachDrawing on a sample of 561 employees working across 62 bank branches in China, the authors test four hypotheses: (1) HPWS is positively related to social climate; (2) social climate mediates the relationship between HPWS and social identification; (3) psychological empowerment mediates the relationship between social identification and job performance; and (4) social climate, social identification and psychological empowerment sequentially mediate the relationship between HPWS and job performance. Data were collected over two waves and job (in-role) performance was rated by managers.FindingsThe authors confirm the four hypotheses. Social climate, social identification and psychological empowerment sequentially mediate the relationship between HPWS and job performance.Research limitations/implicationsThis study contains some limitations. First, the authors’ research sites were focussed on one main region in state-owned banks in China. Second, this study examined only one industry with a relatively homogeneous workforce (i.e. relatively young and highly educated employees).Practical implicationsHPWS may translate into individual performance through a supportive social climate in which staff identify themselves with their work team. This suggests that organizations should pay close attention to understanding how their HPWS system can foster a strong social climate to enhance employee identification at the work group level. Second, as the nature of work is becoming increasingly more complex and interdependent, enabling not just individuals but also work groups to function effectively, it is critical for departments and work groups to promote a collective understanding of HRM messages with shared values and goals.Originality/valueThis research contributes towards a more comprehensive understanding of the HRM–performance chain as a complex social process underpinned by social identity theory. The authors demonstrate that social identification and social climate both play an important role in explaining how HPWS positively affects psychological empowerment and subsequent job performance.

High‐involvement HRM, job satisfaction and productivity: A two wave longitudinal study of a Spanish retail company

AbstractThe strategic human resource management literature lacks longitudinal studies, and the causal associations between human resource management (HRM) and organisational performance (OP) remain underexplored. We tested cross‐lagged relationships between high‐involvement work systems (HIWS), job satisfaction, and store productivity based on a large longitudinal dataset from the retail sector comprising two waves of data. The first wave (2011) included 6,016 employee responses from 104 stores, and the second wave (2015) included 5,842 employee responses from 94 stores. The quantitative study suggested counterintuitive negative associations. A subsequent qualitative study indicated that the association may have been conditioned by the recessionary action taken by the company in response to financial difficulties. The longitudinal research design, the compilation of data during difficult economic situations, and in a relatively unexplored sector such as the retail industry help to shed some light on the universalism of the HRM‐OP relationship and its boundary conditions.

Construction of Performance Evaluation System of Human Resource Management in Port Foreign Trade Enterprises

Shen, B., 2020. Construction of performance evaluation system of human resource management in port foreign trade enterprises. In: Yang, Y.; Mi, C.; Zhao, L., and Lam, S. (eds.), Global Topics and New Trends in Coastal Research: Port, Coastal and Ocean Engineering. Journal of Coastal Research, Special Issue No. 103, pp. 217–221. Coconut Creek (Florida), ISSN 0749-0208.In the traditional performance evaluation system of human resource management, because of the mismatch between the set index weight and the actual human resource management category, the employees are dissatisfied with the results of performance evaluation and reduce the enthusiasm and creativity of production. Therefore, this paper puts forward a new construction method for the human resource management performance evaluation system of port foreign trade enterprises. By establishing the performance evaluation system model of human resource management in port foreign trade enterprises and optimizing the weight of evaluation system, this method can select the indicators of performance evaluation system of human resource management in counterpart foreign trade enterprises, so as to improve the rationality of performance evaluation. The experimental research shows that compared with the performance evaluation system constructed by traditional methods, the performance evaluation system constructed this time has higher test scores, and the evaluation level rises from good to excellent, which shows that the system is more reasonable. It can be seen that the construction method proposed in this paper is suitable for the improvement and optimization of human resource management performance evaluation system of port foreign trade enterprises.

Human Resource Management and Innovative Performance in Non-profit Hospitals: The Mediating Effect of Organizational Culture.

Literature suggests that human resources of non-profit hospitals (NPHs) present features that could potentially reach any expected organizational performance even when the attention to human resource management (HRM) are often low in non-profit organizations. Nowadays ambitious organizations strive to obtain a profitable performance that is also innovate and do it through building an organizational culture (OC), while for NPHs a positive culture is given by their human resources traits. However, there is not enough literature to understand how these three variables behave together. This study aims to explain the influence of HRM on IP mediated by OC. The research model was assessed through Partial Least Squares Structural Equation Modeling (PLS-SEM). The results support all the stated hypotheses. Both, HRM and OC are moderately strong predictors of IP, and OC mediates partially and in a complementary way the relationship between HRM on IP. An importance-performance map analysis (IPMA) was performed to expand the PLS-SEM results. The OC indicators show greater importance to explain IP, consequently, they are the most relevant indicators to initiate management actions by NPHs. The influence of HRM on IP represent an opportunity for NPH as it implies an affordable investment in comparison to the cost of technological solutions for enterprises.

Human Resource Management–Performance Research: Is Everyone Really on the Same Page on Employee Involvement?

AbstractDifferences in the treatment of involvement in the human resource management (HRM)–performance research stream have been underplayed, as commentaries concentrate on showing that HRM produces a performance premium, and more recently on exploring the mechanisms explaining this. This paper first identifies the two initial concerns of the research stream – the value of employee involvement and the holistic treatment of HRM – and the way these are joined to present a unified view of the area. It then reviews the studies, confirming that involvement has been underplayed or neglected completely, and is only prioritized in a minority. A divide is identified between HRM as an orientation towards fostering employee involvement – seen as a managerial philosophy – and as a technology – a set of practices constituting high‐performance work systems. The paper then argues that acknowledgement of this divide matters, and concludes by drawing out some implications for how we should progress the research stream.

Pengaruh Sistem Manajemen Sdm Berbasis Kompetensi Dan Penilaian Prestasi Kera Terhadap Kinerja Karyawan Pada PT. Inducomp Dewata Denpasar

This research aims to find out the impact of competency-based human resource management and work performance appraisal towards the employees’ performance of PT. Inducomp Dewata. As much as 270 employees became the population of this analysis and it took only 73 respondents as the sample. Simple random sampling technique used as the tool to collect the samples. The method used to analyze the data were validity check, reliability check, multiple regression analysis and t check and f check. Partial research result shows that there is no effect of competency-based human resource management system variable (X1) towards employees’ performance variable (Y) of PT. Inducomp Dewata Denpasar. On the other hand, there is a positive yet significance effect of the variable from work performance appraisal (X2) towards employees’ performance (Y) PT. Inducomp Dewata. According to simulants research results, it shows the is a significance effect from the variable of competency-based human resource management system and the variable of work performance appraisal towards employees’ performance of PT. Inducomp Dewata Denapasar with f-value f-table (26.991 3.13) and sig (0.000). PT. Inducomp Dewata should improve the work performance appraisal system and evaluate the work performance assessment regularly in order to know the needs of employees’ training and development as well as motivated the employees’, which will produce the better work performance of the employees’ in the future.

A STUDY OF ORGANIZATIONAL CULTURE IN MANUFACTURING INDUSTRIES IN THE ROYAL KINGDOM OF BHUTAN

Research Objectives. The researchers have put following major objectives in the study, which contribute to Industrial Relations, Human Resource Management and overall performance of the manufacturing industries in Bhutan. 1. To study Organizational Culture (OC) in manufacturing industries in Bhutan. 2. To do comparative analysis of OC in manufacturing industries of different ownership in Bhutan. Research Results. Study of OC show that “Human Relations” culture in the companies is at high level though “Rational Goal” culture and “Internal Process” culture needs to be changed for better because the way how organizations do things has never changed very much. They do not have cultivated properly “Open Systems” culture. The comparative analysis of OC in three manufacturing industries of different ownership shows that “Human Relations”, “Rational Goal”, “Internal Process” cultures are better cultivated in the private company than in both of the government owned company and the Joint venture. Practical Significance of the Research. The practical significance of the work lies in the fact that the results of the research can be used to reorient the Industrial Relations and Human Resource Management practices in Bhutan towards an innovative path of development. Innovative ideas, practices and recommendations in the study can be used to improve the Organizational Culture , Organizational Behavior, Industrial Relations, which will lead to better performance of the company in terms of higher efficiency and effectiveness on the one hand and on the other hand higher social and emotional well-being of employees, which are the part of national goal of GNH in Bhutan. The results of the research are of interest to Industrial Relations’ specialists, lawyers, as well as for management people, who are engaged in collective agreement practices and social regulation of labor Relations. Research materials can be used in the process of teaching Personnel Management, Industrial Relations, Organizational behavior and other applied disciplines.

Implementation of strategic human resource management practices: a review of the national scientific production and new research paths

PurposeThe strategic human resource management (SHRM) emerged in the middle of the 1980s and is currently seen as a relevant research and practical field in the area of business administration (Kaufman, 2015). Its academic relevance has been receiving international attention due to the importance of the strategic performance of human resource management (HRM) (Jackson, Schuler, & Jiang, 2014). It is possible to define SHRM as a vertical connection between HRM practices and international strategy and horizontally as the congruence among the several human resource practices (Wright & McMahan, 1992).Design/methodology/approachTaking into consideration the emerging research gaps in the area, the necessity to bring to attention the implementation of policies and strategic practices of human resource management became prominent. Our study characterizes the national scenario regarding this specific research theme. For such, we developed a bibliometric review of national journals in the area of business administration with level Qualis B2 [1] or above, described the institutionalization of the research in Brazil and established a sociogram with research relationship networks in the country.FindingsBetween 1997 and 2017, only 19 articles on the implementation of SHRM were published in the 32 journals researched. The characterization of the studies indicates a predominance of qualitative articles, which adopt as methodological approach the case study, and most of them use interviews and content analysis as techniques of data collection and analysis, respectively. The use of such investigation tools is in line with the nature of the phenomenon studied. The scenario indicates that the implementation of SHRM is still a developing theme in Brazil.Research limitations/implicationsThere is a lack of studies that combine the use of qualitative and quantitative approaches and focus on public organizations. Besides, the results indicate the need to diversify the methodological approaches used. Regarding the institutionalization of research in Brazil, it is possible to notice the growth of research groups investigating SHRM, even though their only focus does not rely on implementation. The academic production regarding the theme is regionally located in the state of São Paulo, even though academic production is also to be found in a decentralized way in the country, with rare networks.Practical implicationsThis way, the main contribution of this article is the accomplishment of the first bibliometric review regarding the implementation of SHRM in Brazil, showing the scientific community that the theme still presents a gap to be explored in national studies and showing human resource professionals and the society that the transformational switch of human management to organizational outcomes – despite prolific in the academia – still has not been realized in practice.Social implicationsIn the articles analyzed, the most common finding was that the effective implementation of SHRM and strategic practices of HR, such as the competency management, still deserves attention of the academia through the accomplishment of deeper qualitative studies that exhibit not only interfering factors but also the initiatives that must be adopted by the organization to favor the implementation process.Originality/valueThe interventions occurred in an organization can or cannot stem from an articulated HR strategy. Some policies can be implemented without a previous explicit planning, and other planned strategies may never even be effectively implemented (Truss & Gratton, 1994). As reported by Kaufman (2015), some critical success factors to a large-scale organizational change – which is necessary for the effective adoption of strategic HR models – are the commitment of leaderships and a carefully planned and managed implementation. For such, it is necessary to manage programmed organizational changes properly and to act promptly on the cultural pressure perceived by all levels of the organization (Guest, 1987). Such premises are associated with the SHRM perspective proposed by Wright and Snell (1998), in which the authors claim that the main role of HR is to implement organizational strategies. Lengnick-Hallet al.(2009) present a research agenda that highlights the need to give more emphasis on issues related to the implementation of strategic human resource management, specifically regarding the vertical and horizontal alignment of HR systems.

Impact of Strategic Human Resource Management on the Performance of Public Sector in Nigeria

This study is an empirical review of the performance of strategic human resource management in Nigerian public sector. The study adopted a qualitative research method by using journals, textbooks, and online articles that are relevant to the field. The study identified that the components of (SHRM) individually and connectively impact on the performance of the public sector. It also identified that the new concept (SHRM) has not made significant impact as it should, owing to the dysfunctional state of its environment characterized by bureaucratic practices, nepotism, and animosity. These factors hinder the effective implementation of the concept in Nigeria's public sector and limit the progress and growth that should have been recorded through it. The study recommends that bottlenecks such as bureaucratic practices in the sector should be reviewed for SHRM to yield its desired fruits.

PENGARUH AKTIVITAS MENGHAFAL AL-QURAN TERHADAP KINERJA PEGAWAI (Studi Kasus Pada Rumah Tahfizh Darus Syifa� RSI Sultan Agung)

ABSTRACTOne of the efforts made to build the performance of human resources management is to foster work motivation through the development of Human Resources into qualified, professional and devoted personnel. Employee performance is very important in determining company performance. Sultan Agung Hospital is the first health service provider institution to organize the tahfizh al-Qur'an learning program for employees held at the House of Tahfizh Darus Syifa '. Preliminary study results at RSI Sultan Agung show that employees involved in memorizing the Koran have a good performance. This can be proven through the achievement of employee Key Performance Indicators (KPI), DP3 (List of Work Implementation Ratings) and work achievements. The approach used in this research is quantitative with experimental and survey methods. Data collection techniques were carried out through the collection of performance documents and questionnaires for 38 employees as samples of research objects. The analysis technique used is path analysis (descriptive and inferential statistical analysis).�Keywords : Tahfizh al-Quran, Employee Performance

HR signals in the context of HRM-firm performance relationship: development of a conceptual framework

PurposeThe purpose of this paper is to reframe human resources' (HR) systems and practices as HR signals drawing from conceptualizations of signals. The construct of the strength of signal is developed to quantify the attributional ability of HR signals. To examine the role of HR signals in influencing employee behaviours and firm performance, human resource management (HRM)-firm performance relationship is considered as a framework to develop a firm-level conceptual model which integrates factors affecting HR signals and its consequences.Design/methodology/approachThe paper examines the existing literature on the relationship between HRM and firm performance. In the process, the paper considers the concept of HR signal and makes a case for the strength of HR signal. Finally, the paper offers a conceptual model in order to link the antecedents and consequents of HR signals.FindingsThe paper offers a conceptual model to address the gaps in the relationship between HRM and firm performance. It also brings into focus an understanding of HRM as signals and its importance in understanding firm performance.Originality/valueThe paper enriches the existing literature by examining HRM as HR signals. It adds to the literature by considering the attributional ability of HR, through the construct of the strength of HR signals.

The Impact of Strategies Human Resource Management on Organizational Commitment. (An Applied Study on Employees in Jordanian Islamic Banks)

The present study aimed to explore the impact of strategies human resource management (SHRM) (recruitment, training, compensation, and performance management) on organizational commitment, An applied study on employees in Jordanian Islamic banks. It was found that the strategies human resources management in Jordanian Islamic banks is high. It was found that the employees’ organizational commitment level in Jordanian Islamic banks is high. There is a statistically significant effect at the level (α≤0.05) of strategies human resource management (employment, training, compensation and performance management) on organizational commitment (respect for values and ethics, willingness to commit to work, creative behavior at work), an applied study on employees in Jordanian Islamic banks. The researchers recommend: developing the strategies of the human resources management in a manner that is consistent with the external environment of the organization.

An empirical analysis of research paradigms within international human resource management: The need for more diversity

The goal of this article is to provide a fine-grained analysis of international human resource management research that addresses the different perspectives applied in that research. We coded 203 peer-reviewed international human resource management articles published between 2011 and 2018 with content analytical methods guided by the compass of management research developed by Sieben, which is rooted in critical management research. We were particularly attentive to the various discursive orientations international human resource management scholars have adopted, including ideologically critical, poststructuralist, functionalist and interpretive perspectives. We further examined which methods, theoretical perspectives and topics were common within and across different perspectives. This analysis indicated that critical research intending to politicize and question existing structures and ways of organizing is still marginal. Along with the dominance of functionalist and interpretive studies, papers in our dataset commonly use a strategic human resource perspective, are predominantly interested in the human resource management–performance link and focus rather narrowly on multinational corporations and expatriates. Furthermore, while international human resource management scholars increasingly account for the contextual embeddedness of organizations through macro-level theories, they mainly apply institutional perspectives that view organizations as adapting to institutional constraints. We propose a more diverse and reflexive approach – inspired by ideologically critical and poststructuralist perspectives – that may help to overcome these blind spots. Such an approach might, for instance, look at types of organizations other than multinational corporations and individuals other than highly skilled expatriates and might explicitly bring multiple, external stakeholders into the picture. We conclude by suggesting that international human resource management research and practice would benefit from more research diversity which enables more holistic analyses of phenomena, more innovative research and resultant insights, and more space for meta-theoretical reflections.

From Intended to Actual and Beyond: A Cross‐Disciplinary View of (Human Resource Management) Implementation

AbstractDespite increasing interest in human resource management (HRM) implementation as an explanation for the association between HRM and firm performance, considerable confusion remains about what implementation means. In order to develop conceptual definitions of HRM implementation and implementation effectiveness, this study builds on three different literatures outside the HRM field (strategy, innovation, and change management), which have addressed this topic extensively. As a result, implementation is characterized as a dynamic process, involving the interaction among multiple actors, starting with the adoption of a new practice and ending with its routinization. This is distinguished from implementation effectiveness as an outcome of that process. The study helps to achieve construct clarity, hence providing a more solid basis for future research and allowing for a better consolidation of findings. The authors also develop an agenda for further research by reviewing a number of theoretical and methodological approaches that have been used in implementation research across fields, including HRM. Overall, the study aims to establish implementation research as a highly relevant academic and practical quest not only in HRM, but also in other management literatures.