| In most firms, the Human Resources (HR) department is responsible for the development of effective HR practices that help the organization meet or exceed its business objectives. However, the implementation of those practices ultimately falls to the firm's line managers. This study used planned behavior and social context theories to propose that line manager HR practice implementation level mediates the relationships between line manager capacity, HR competencies, motivation and political skill, and key employee outcomes including subordinate turnover intention, job performance, job satisfaction and procedural justice perceptions. Using data from 109 matched line manager-subordinate response sets, sequential equation modeling (SEM) analysis showed that line manager HR competencies and political skill were significant predictors of HR practice implementation level. In turn, HR implementation level was a significant predictor of employee outcomes. Finally, HR implementation level fully mediated the relationships between line manager HR competencies and political skill and employee outcomes. In addition to these issues, this study also reviews the implications of a proposed HR practice implementation model. Finally, directions for future HR implementation research are discussed. |
