When good HR gets bad results: exploring the challenge of HR implementation in the case of workplace bullying

Woodrow, Chris and Guest, David E. (2014) When good HR gets bad results: exploring the challenge of HR implementation in the case of workplace bullying. Human Resource Management Journal, 24 (1). pp. 38-56. ISSN 0954-5395 (doi:10.1111/1748-8583.12021)

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Abstract

Research on the relationship between HRM and organisational performance has highlighted a gap between intended and implemented HR practices. However, this gap has rarely been explored systematically, and the consequences of the effectiveness of the implementation process for relevant outcomes remain poorly understood. This article addresses this issue by examining the process and quality of HR implementation. Drawing on a model of HR implementation, it presents a detailed case study of the implementation of HR practices relating to workplace bullying. Findings reveal that while the policy reflected best practice, implementation was uneven, resulting in persisting high levels of bullying which negatively affected staff well-being and performance. The results indicate that it is misleading to look just at HR practices, and that even ‘best HR practices’ are unsuccessful unless implemented effectively. It is argued that a greater focus on HR implementation will improve our understanding of the HRM – performance relationship.

Item Type: Article
Additional Information: Article first published online: 30 Apr 2013
Research Areas: A. > School of Science and Technology > Psychology
A. > School of Science and Technology > Psychology > Applied Health Psychology group
Item ID: 16573
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Depositing User: Chris Woodrow
Date Deposited: 29 May 2015 13:54
Last Modified: 13 Oct 2016 14:35
URI: https://eprints.mdx.ac.uk/id/eprint/16573

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