The Constraints Of Line Managers In Effectively Implementing Hr Practices A Case Study In The Economic Commission For Africa
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Date
2018-06-13
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Addis Ababa University
Abstract
The purpose of this paper was to analyze the constraints of line supervisors in the implementation of HR practices by taking the case of Economic Commission for Africa. In order to determine which factors constraints effective HRM implementation, it was beneficial to collect data from multiple stakeholders for a more reliable result based on the AMO theory.
The effectiveness of line supervisors had been measured using data collected from line supervisors and their subordinates with a sample of 110 subordinates and 42 line managers in Economic Commission for Africa. A model that describes how devolving HR practices to the line influences the effective implementation was developed by Bos-Nehles (2006) and the study make a use of it to collect the relevant data.
The perception of line supervisors on their own effectiveness was investigated in terms of the three factors of the AMO theory, which are ability, motivation and opportunity. The study incorporated the AMO theory into the model, which is operationalized in terms of five constraints: competence, desire, time capacity, support and policy & procedures.
The perception of employees on the effectiveness of their line managers was investigated based on their responses of the HR practices implemented by line supervisors in the organization, namely: personnel administration, staffing, recruitment and selection, training, career development and performance management.
We found competence, support, policy and procedures to be the best predictors of a line manager’s HR practices effective implementation. The absence of one of the three factors can be the constraint to the effective implementation of HR practices by line managers. Motivation did not have significant direct effect on effective HR practices implementation but the relationship needs further attention. Opportunity did moderately affect the HRM implementation effectiveness.
However, the results are not entirely reliable due to the small sample. Further research on additional stakeholders should determine whether different stakeholders disagree in constraints concerning the effective implementation of HR practices.
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Human resource management, Devolution, Line managers