Decision Making on Human Resource Management Systems
The objective of this study is to describe the interactions between individual-level response (employees’ trust and adhesion to Human Resource (HR) Management practices) and organizational-level processes (managers’ implementation of new practices, for instances technologies). The need to understand employees’ perceptions in an interactional perspective, correlating these variables with the perceptions of HR managers constitutes an important field of research, integrating both perspectives in multi-level studies. In this paper we illustrate our initial research in a multi-level research project, presenting the results of a qualitative study of HR managers’ perceptions of social processes involved in HR and their employees’ acceptance of HR practices. We also analyzed perceptions that might lead to modifications of the HR system. Our results suggest that these perceptions influence the implementation or suspension of HR practices.
KeywordsHuman resource management processes Decision making Implementation processes Trust
This research was funded by the Foundation of Science and Technology under the form of a PhD grant - SFRH/BD/60939/2009. Part of the data collection was carried out under the project “Trust and Organizational Processes of Organizational Change” also funded by the Foundation of Science and Technology PTDC/PSI/74509/2006.
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