‘Intended’ and ‘implemented’ HRM: the missing linchpin in strategic human resource management research

By Shaista Khilji, Xiaoyun Wang. 2006

476 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/7a230fa5846bac25b6ac9ab9c5af43ed0bc9cf85

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Strategic human resource management: The evolution of the field (2009, background): “Khilji and Wang (2006) collected data to test whether there is a difference between what an organization intends to implement regarding HR practices and what actually gets done.”
The turn to employees in the measurement of human resource practices: A critical review and proposed way forward (2019, background): “For example, although employees are aware of the monthly talk they have with their superior, they might not recognise this as part of their performance appraisal, resulting in a discrepant response to the survey item (Khilji & Wang, 2006).”
Antecedents and consequences of diversity and equality management systems: The importance of gender diversity in the TMT and lower to middle management (2017, background): “A common implementation problem for any type of HRM practice is inconsistency across organizational units (Khilji & Wang, 2006).”
Causality Between High-Performance Work Systems and Organizational Performance (2017, background): “Implementation by line managers is known to be a problem for HR practices in general (Khilji & Wang, 2006).”
The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model (2013, background): “…scholars have called for more research which examines individuallevel outcomes of employee perceptions of an organisation’s HRM system, as employee perceptions of HRM practices may be more proximal predictors of individual attitudes and behaviours (e.g. Khilji and Wang 2006; Nishii et al. 2008).”
Specific Onboarding Practices for the Socialization of New Employees (2015, background): “Congruence between these two sources is not expected given the disconnect between intended and implemented HR practices documented elsewhere (e.g., Khilji & Wang, 2006; Storey, 1992; Woodrow & Guest, 2014).”