Leaders as HR sensegivers: Four HR implementation behaviors that create strong HR systems
By L. Nishii, Rebecca M Paluch. Human Resource Management Review, 2018
97 citations recorded by the source corpus.
Abstract While the problem of the gap between espoused and implemented HR practices has been widely recognized in the past, consideration of the role that leaders, and particularly direct managers, play in implementing HRM has not been well defined. In an effort to close this gap, we argue that more attention needs to be paid to the critical role of managers, as they are the ones who shape employees' climate perceptions by interpreting and providing meaning about the intended messages of HR practices as they relate to the specific job expectations of employees. In particular, we identify four HR implementation leader behaviors for facilitating a strong HR system. We expect that when leaders verbally articulate the intended meanings and expectations, role model desired behaviors, reinforce preferred behaviors, and assess followers' interpretations of the provided meanings so that further adjustments can be made in the meaning-making process, that cohesive climate perceptions that drive a strong HR system will ensue.
Subfields: Organizational Behavior and Human Resource Management, Radiological and Ultrasound Technology
View Paper: https://www.semanticscholar.org/paper/118e365aac83cb7b40968fac0779a179c5b375b6
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In Organizational Behavior and Human Resource Management
In Radiological and Ultrasound Technology
Citations in the corpus
- High-performance work practices, employee well-being, and supportive leadership: spillover mechanisms and boundary conditions between HRM and leadership behavior (2020, background): “…et al., 2018) on how employees see HPWPs. Frontline managers are often responsible for the implementation of HRM practices (Guest & BosNehles, 2013), and their attitudes and behaviors are likely to influence how employees interpret and evaluate HPWPs (Nishii & Paluch, 2018; Wang et al., 2019).”