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The perceived advantages of the implementation of TQM are generating improved quality and efficiency, increasing customer satisfaction, thus improving competitiveness. However, there is a high failure rate in the implementation of TQM. The key issue in this regard is that companies have devoted relatively little attention to human resources management (HRM). Several academics and practitioners have asserted that synergy and congruence among HRM practices are critical to the implementation of TQM. However, there is relatively little empirical evidence to support this contention. The purpose of this research is to conduct an empirical study on high‐tech firms, in order to analyse the impacts of HRM practices on the implementation of TQM.

In this study, a research framework related to HRM practices, TQM practices, and quality performances was developed. Based on the framework, a questionnaire was designed and sent to the HR managers or chief executive officers (CEOs) of high‐tech companies in Taiwan to investigate the effect of HRM practices on the implementation and practice of TQM.

The study confirms that HRM significantly affects TQM practices. The study concluded that HRM practices have a significantly positive effect on the implementation of TQM. Implementing HRM practices can also have a significant effect on employee and customer satisfaction. It also positively affected “employees' quality awareness” and “corporate image”. The quality performances were also significantly affected by the implementation of TQM.

The research limitation is that the empirical study was on high‐tech firms in Taiwan only. However, the framework can be easily extended to other industries if survey results are available.

Overall, successful implementation of TQM can lead to an increase in customer satisfaction, and then benefit corporate image. It can also improve the satisfaction and quality awareness of employees. Enterprises that devote themselves to the implementation of TQM also need to perform HRM aggressively, if they are to increase the firm's performance significantly.

In this research, a conceptual framework related to HRM practices and TQM practices was developed, which is a valuable reference for future research. This study confirms the impacts of HRM practices on the implementation of TQM, and several key practices can be investigated.

Organisations increasingly implement self-managing teams (SMTs) to empower their employees. By drawing from the HRM process model and multilevel thinking, this paper explores how the HRM function changes in terms of actors and activities when introducing SMTs.

An in-depth, multilevel case study was conducted at a large healthcare organisation in The Netherlands, making use of 70 interviews, document analysis and observations.

The findings show that SMTs transform the HRM function by changing the responsibilities of teams, HRM professionals and line managers in the implementation of HRM activities. The analysis shows that many HRM responsibilities are devolved to SMTs, which are supported by the HRM department.

These changes in the HRM function influence the HRM implementation process and provide all actors with new roles and activities. Based on these findings, this paper presents an inductive model of HRM implementation.

The findings help HRM practitioners to transform the HRM function when deciding to introduce SMTs.

This article is one of the first that empirically explores how the HRM function changes as a consequence of introducing SMTs. This is important because more and more organisations are adopting SMTs, while knowledge about the role of HRM is lacking.

The purpose of this paper is to investigate the factors influencing the implementation of electronic human resource management (e-HRM) in Bangladesh government organisations. Recent research evidence has shown that e-HRM played a significant role in enhancing the performance of human resource (HR) departments in private sector organisations. While similar practices are expected from government domain, there is no empirical research evidence to support this proposition. Given the significant technological advancements today, e-HRM as a strategic tool has grown to encompass seamless functionality to support organisations in providing tactical capability, reducing cost and continuous service improvement as well as the quality of service delivery. Although several private and public sector organisations have implemented e-HRM, its application within government domain in developing regions is limited. This can be attributed to the bureaucratic nature of public sector organisation, which are often slow to adopt changes.

The study adopts a qualitative and multiple case study research approach.

The findings provide insights into the myth surrounding the lack of and slow implementation of e-HRM among public sector organisation in developing economies but also serve as empirical data for further research.

The low level in the number of public organisations that have implemented e-HRM applications in developing countries may be responsible for the dearth of empirical studies in this area. The dearth of empirical studies and the need to understand the factors that influence the implementation of e-HRM in public sector organisations led the authors to investigate the factors influencing the implementation of e-HRM in public sector organisation.

Findings from two case organisations exhibit that such an approach contributes towards more healthy and robust decisions for e-HRM implementation and specifies that it is acceptable by the case study organisations. The findings from this research can serve as a source of understanding the particular context in which the study was undertaken. Moreover, it should serve as a catalyst for understanding organisations in similar socio-politico and economic context.

This research advances and contributes to the body of knowledge as it examines factors influencing the implementation of e-HRM in Bangladesh public sector organisations and proposes a model for e-HRM implementation in government organisations in developing economies. The e-HRM implementation research presented in this paper extends recognised standards for e-HRM implementation, by bringing together influential factors – benefits, barriers and risks, thus, enabling government organisations in developing nations to produce more vigorous proposals for e-HRM implementation.

Many HRM practices are never thoroughly implemented, or are implemented ineffectively. To better understand what line managers need to implement HRM practices effectively, the authors have developed and validated a psychometrically sound measurement instrument dealing with line managers' attributions for effective HRM implementation. Based on the theory of causal attributions, the authors distinguish between internal and external attributions that determine how line managers implement HRM practices on the work floor.

A multidimensional approach has been used, and, after collecting data from 471 line managers, thorough scale development guidelines and validation procedures have been applied for instrument development.

The instrument's psychometric qualities have been assessed by calculating the reliability and validity of line managers' internal attributions – including its composing dimensions of desire and competences – and their external attributions – including the dimensions of support, capacity and policy and procedures. In particular, both convergent and discriminant validity as well as intra-class correlations have been established. The newly developed measures are found to be of good quality. The scales appear to discriminate well between the distinguished groups and show a good variation within groups.

The developed measurement instrument helps HRM professionals to better understand line managers' attributions to effectively implement HRM practices and to provide them with support and training for effective HRM implementation.

Previous research has already identified weaknesses in HRM implementation, but lacked addressing the causes of this. The study presents antecedents for HRM implementation effectiveness, based on the causal attribution theory, and a psychometrically validated instrument to measure these antecedents.

There has been much research and many follow-up recommendations on how to introduce a new electronic human resource management (e-HRM) system to employees in order to avoid or minimize troubles during its implementation. However, implementation projects are known to be time consuming, indirect, and sometimes impulsive developments, leading to a mismatch between the initial ideas behind information technologies and the use in practice, the employees' perceptions and their experience. Paraphrasing Block, I put forward the following question: If I define successful e-HRM as one that is developed on-time and within budget, is reliable and easily maintained, and meets the specified requirements of HR professionals, line managers, and employees — how many organizations would acknowledge having successful e-HRM? (Block, R. (1983). The politics of project. New York: Yourdon Press). This chapter explores lessons from information technology (IT) studies that e-HRM researchers can learn and apply to better understand complex e-HRM implementation projects.

The purpose of this paper is to investigate the impact of human resource management (HRM) practices on the implementation of total quality management (TQM) practices, on the one hand, and to investigate the impacts of HRM and TQM practices on the organizational quality performance, on the other.

Data were collected through a survey designed to be answered by human resource managers and quality managers. Data were analyzed by means of descriptive statistics and correlation analysis.

HRM practices such as training and development, employee career planning, and recruiting and selection had the greatest significant influences on the implementation of TQM. The results of the study also reveal that HRM practices and TQM practices have a significant effect on organizational quality performance, especially employee quality awareness, customer satisfaction, and company image.

The sample of the study was not large enough to permit the use of any sophisticated statistical analysis. Further research should be considered in order to gather more information about HRM and TQM linkages in different business industries.

The HRM system and TQM system should be aligned with corporate strategy to ensure that HRM and TQM practices are in congruence with each other. Also, there should be evidence of existence of an integrated system for assessing the success of these practices.

The paper offers insights into the linkage between HRM and TQM practices, focusing on Jordan. Therefore, this paper offers some useful suggestions that may lead to translating quality rhetoric into concrete business practice.

The purpose of this paper is to present the concept of human resource management (HRM) frames, to identify frame domains, and to explore their role in implementing HRM innovation. HRM innovation implementation is considered through the theoretical lens of social cognitive theory, and defined as a process for achieving the appropriate and committed use of HRM innovation by targeted employees.

An explorative case study in a construction company is conducted to illustrate the role of HRM frames in the implementation of HRM innovations. Interviews are held with 21 line managers and human resource (HR) specialists, and intensive document analysis added further data. Respondents described their understanding, assumptions and expectations of a new HRM programme, which enabled analysis of the contents of interview transcripts.

Four HRM frame domains are identified: strategic motivation, essence of HRM innovation, HRM innovation‐in‐practice and ownership. Where the HRM frames are significantly different, difficulties and conflicts in HRM innovation implementation are observed. Empirical findings illustrated how the nature, value and reasons behind the HRM innovation are interpreted by HR specialists and line managers, and that incongruent frames resulted in outcomes that deviated from those expected.

This paper takes a process‐based approach and considers the implementation of HRM in organisations rather than focusing on factor‐based research into HRM practices. It shows how the implementation of HRM is constructed through social‐cognitive interpretations by organisational members.

Drawing on institutional theory and existing international business practice transfer and e-HRM models this paper develops an e-HRM diffusion model to ascertain the institutional factors that determine the successful diffusion of e-HRM practices in multinational corporations (MNC). The paper aims to discuss these issues.

The research is based on the analysis of 25 semi-structured interviews with 15 key stakeholders in the German and Irish subsidiaries of a single US-based MNC as well as two interviews with a senior manager in one of its main competitors.

The findings suggest that the successful transfer of e-HRM is mediated by an interchange of various institutional-level factors (external, relational, organizational and individual) within the corporation and its subsidiaries. Successful implementation of e-HRM is synonymous with the successful integration and institutionalization of e-HRM practices in the subsidiaries.

As this analysis is founded upon a single case study, it is difficult to make assumptions concerning the broad population of all MNC and their subsidiaries. Further research may be required to test the model and the findings presented in this paper.

The findings and the model presented in this paper demonstrate the impact of the institutional context and of key success factors of technology implementation on e-HRM diffusion success. These findings may be of particular relevance to organizations and practitioners who are embarking on an e-HRM installation in an international context.

This paper enriches the e-HRM and international management debate by identifying the key institutional factors impacting the diffusion of e-HRM practices in the subsidiaries of an MNC. In addition, the model put forward in the paper shows how these factors interact and how successful e-HRM diffusion can be characterized.

The social innovation of devolving HRM responsibilities to line managers results in many debates about how well they implement HRM practices. The implementation constraints line managers perceive in their HRM role are researched by taking organisational contingencies into consideration.

We present four case studies in which our findings are based on quantitative and qualitative data from the cases. The qualitative data allow us to explain some of our quantitative results in terms of organisational differences.

The HRM implementation effectiveness as perceived by line managers depends on the line managers’ span of control, his/her education level and experience and his/her hierarchical position in the organisation. Each HRM implementation constraint knows additional organisational contingencies.

We did not consider possible influences of one organisational characteristic on another, and the effect of this combined effect on the HRM implementation factors. In order to overcome this limitation, we would suggest using a structural equation model (SEM) in future research.

This chapter offers HR professionals solutions on how to structure the organisation and design the HRM role of line managers in order to implement HRM practices effectively.

We see many differences on how HRM implementation is managed in organisations. This chapter offers solutions to policy makers on how to equalise the HRM role of line managers.

The focus of this chapter is on the line manager (instead of HR managers) as implementer of HRM and the impact of organisational contingencies on HRM implementation.