Multi-level gaps: a study of intended, actual and experienced human resource practices in a hypermarket chain in India

References

• Ansari, S. M., Fiss, P. C., & Zajac, E. J. (2010). Made to fit: How practices vary as they diffuse. Academy of Management Review, 35, 67–92.10.5465/AMR.2010.45577876
   Web of Science ®Google Scholar
• Ansari, S., Reinecke, J., & Spaan, A. (2014). How are practices made to vary? Managing practice adaptation in a multinational corporation. Organization Studies, 35, 1313–1341.10.1177/0170840614539310
   Web of Science ®Google Scholar
• Appelbaum, E., Bailey, T., Berg, P., & Kalleberg, A. (2000). Manufacturing advantage: Why high-performance work systems pay off. Ithaca, NY: Cornell University Press.
   Google Scholar
• Arndt, A., Arnold, T. J., & Landry, T. D. (2006). The effects of polychronic-orientation upon retail employee satisfaction and turnover. Journal of Retailing, 82, 319–330.10.1016/j.jretai.2006.08.005
   Web of Science ®Google Scholar
• Arnold, T. J., Palmatier, R. W., Grewal, D., & Sharma, A. (2009). Understanding retail managers’ role in the sales of products and services. Journal of Retailing, 85, 129–144.10.1016/j.jretai.2008.09.006
   Web of Science ®Google Scholar
• Aryee, S., Walumbwa, F. O., Seidu, E. Y., & Otaye, L. E. (2012). Impact of high-performance work systems on individual- and branch-level performance: Test of a multilevel model of intermediate linkages. Journal of Applied Psychology, 97, 287–300.10.1037/a0025739
   PubMed Web of Science ®Google Scholar
• Becker, B., & Gerhart, B. (1996). The impact of HRM on organizational performance: Progress and prospects. Academy of Management Journal, 39, 779–801.10.2307/256712
   Web of Science ®Google Scholar
• Bjorkman, I., Ehrnrooth, M., Smale, A., & John, S. (2011). The determinants of line management internalisation of HRM practices in MNC subsidiaries. The International Journal of Human Resource Management, 22, 1654–1671.10.1080/09585192.2011.565652
   Web of Science ®Google Scholar
• Blau, P. M. (1964). Exchange and power in social life. New York, NY: Wiley.
   Google Scholar
• Bondarouk, T., Looise, J. C., & Lempsink, B. (2009). Framing the implementation of HRM innovation: HR professionals vs. line managers in a construction company. Personnel Review, 38, 472–491.
   Web of Science ®Google Scholar
• Borkar, A., & Paul, B. (2013, May). Is employment in organised and unorganised retail distinct? LMRF (Discussion Paper Series. 1–22). Mumbai: School of Management and Labour Studies, Tata Institute of Social Sciences.
   Google Scholar
• Bos-Nehles, A. C., Van Riemsdijk, M. J., & Looise, J. K. (2013). Employee perceptions of line management performance: Applying the AMO theory to explain the effectiveness of line managers’ HRM implementation. Human Resource Management, 52, 861–877.10.1002/hrm.v52.6
   Web of Science ®Google Scholar
• Boston Consulting Group and Retailers Association of India. (2015). Retaill 2020: Retrospect, reinvent, rewrite- Leadership perspectives on trends in Indian retail. India: Boston Consulting Group.
   Google Scholar
• Bowen, D. E., & Ostroff, C. (2004). Understanding HRM-firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29, 203–221.
   Web of Science ®Google Scholar
• Bredin, K., & Soderlund, J. (2011). The HR quadriad: A framework for the analysis of HRM in project-based organizations. The International Journal of Human Resource Management, 22, 2202–2221.10.1080/09585192.2011.580189
   Web of Science ®Google Scholar
• Brewster, C., & Holt Larsen, H. (1992). Human resource management in Europe:Evidence from ten countries. The International Journal of Human Resource Management, 3, 409–434.10.1080/09585199200000157
   Google Scholar
• Budhwar, P. S. (2000). Evaluating levels of strategic integration and devolvement of human resource management in the UK. Personnel Review, 29, 141–161.10.1108/00483480010295952
   Web of Science ®Google Scholar
• Caldwell, R. (2003). The changing role of personnel managers: Old ambiguities, new uncertainties. Journal of Management Studies, 40, 983–1004.10.1111/1467-6486.00367
   Web of Science ®Google Scholar
• Cascon-Pereira, R., Valverde, M., & Ryan, G. (2006). Mapping out devolution:an exploration of the realities of devolution. Journal of European Industrial Training, 30, 129–151.10.1108/03090590610651267
   Google Scholar
• Chandler, A. D. (1962). Strategy and structure: Chapters in the history of the American industrial enterprise. Cambridge, MA: MIT Press.
   Google Scholar
• Cho, J. Y., & Lee, E.-H. (2014). Reducing confusion about grounded theory and qualitative content analysis: Similarities and differences. The Qualitative Report, 19(64), 1–20.
   Google Scholar
• Clarke, N. (2006). Why HR policies fail to support workplace learning: the complexities of policy implementation in healthcare. The International Journal of Human Resource Management, 17, 190–206.10.1080/09585190500367589
   Web of Science ®Google Scholar
• Clinton, M., & Guest, D. E. (2013). Testing universalistic and contingency HRM assumptions across job levels. Personnel Review, 42, 529–551.10.1108/PR-07-2011-0109
   Web of Science ®Google Scholar
• Coelho, F., Augusto, M., & Lages, L. F. (2011). Contextual factors and the creativity of frontline employees: The mediating effects of role stress and intrinsic motivation. Journal of Retailing, 87, 31–45.10.1016/j.jretai.2010.11.004
   Web of Science ®Google Scholar
• Cunningham, I., & Hyman, J. (1999). Devolving human resource responsibilities to the line: Beginning of the end or a new beginning for personnel? Personnel Review, 28, 9–27.10.1108/00483489910248947
   Web of Science ®Google Scholar
• Den Hartog, D. N., Boon, C., Verburg, R. M., & Croon, M. A. (2013). HRM, communication, satisfaction, and perceived performance: A cross-level test. Journal of Management, 39, 1637–1665.10.1177/0149206312440118
   Web of Science ®Google Scholar
• Dyer, L., & Reeves, T. (1995). Human resource strategies and firm performance: What do we know and where do we need to go? The International Journal of Human Resource Management, 6, 656–670.10.1080/09585199500000041
   Google Scholar
• Eisenhardt, K. M. (1989). Agency theory: An assessment and review. The Academy of Management Review, 14, 57–74.
   Web of Science ®Google Scholar
• Emirbayer, M., & Mische, A. (1998). What is agency? American Journal of Sociology, 103, 962–1023.10.1086/ajs.1998.103.issue-4
   Web of Science ®Google Scholar
• Esbjerg, L., Buck, N., & Grunert, K. G. (2010). Making working in retailing interesting: A study of human resource management practices in Danish grocery retail chains. Journal of Retailing and Consumer Services, 17, 97–108.10.1016/j.jretconser.2009.10.004
   Google Scholar
• Fama, E. F. (1980). Agency problems and the theory of the firm. Journal of Political Economy, 88, 288–307.10.1086/jpe.1980.88.issue-2
   Web of Science ®Google Scholar
• FICCI/PwC. (2012). The Indian kaleidoscope: The emerging trends in retail. India: Federation of Indian Chambers of Commerce and Industry (FICCI).
   Google Scholar
• Gilsa, L. v., Zapf, D., Ohly, S., Trumpold, K., & Machowski, S. (2014). There is more than obeying display rules: Service employees’ motives for emotion regulation in customer interactions. European Journal of Work and Organizational Psychology, 23, 884–896.10.1080/1359432X.2013.839548
   Web of Science ®Google Scholar
• Gioia, D. A. (1986). Symbols, scripts and sense-making. In H. Sims & D. Gioia (Eds.), The Thinking Organisation (pp. 49–74). San-Francisco, CA: Jossey-Bass.
   Google Scholar
• Gioia, D. A., Corley, K. G., & Hamilton, A. L. (2013). Seeking qualitative rigor in inductive research: Notes on the Gioia methodology. Organizational Research Methods, 6, 15–31.10.1177/1094428112452151
   Web of Science ®Google Scholar
• Gittell, J. H. (2002). Relationships between service providers and their impact on customers. Journal of Service Research, 4, 299–311.10.1177/1094670502004004007
   Google Scholar
• Gittell, J. H., Seidner, R., & Wimbush, J. (2010). A relational model of how high-performance work systems work. Organization Science, 21, 490–506.10.1287/orsc.1090.0446
   Web of Science ®Google Scholar
• Gondo, M. B., & Amis, J. M. (2013). Variations in practice adoption: The roles of conscious reflection and discourse. Academy of Management Review, 38, 229–247.10.5465/amr.2010.0312
   Web of Science ®Google Scholar
• Govindrajan, V. (1986). Decentralization, strategy, and effectiveness of strategic business units in multibusiness organizations. The Academy of Management Review, 11, 844–856.
   Web of Science ®Google Scholar
• Govindrajan, V. (1988). A contingency approach to strategy implementation at business-unit level: Integrating administrative mechanisms with strategy. Academy of Management Journal, 31, 828–853.10.2307/256341
   Web of Science ®Google Scholar
• Gratton, L., & Truss, C. (2003). The three-dimensional people strategy: Putting human resources policies into action. Acamedy of Management Executive, 17, 74–86.10.5465/AME.2003.10954760
   Web of Science ®Google Scholar
• Guest, D. E. (2011). Human resource management and performance: Still searching for some answers. Human Resource Management Journal, 21, 3–13.10.1111/j.1748-8583.2010.00164.x
   Web of Science ®Google Scholar
• Guest, D. E., & Bos-Nehles, A. (2013). HRM and performance: The role of effective implementation. In J. Paauwe, D. Guest, & P. Wright (Eds.), HRM and performance: Achievements and challenges (pp. 79–96). Chichester: Wiley.
   Google Scholar
• Hall, L., & Torrington, D. (1998). Letting go or holding on- the devolution of operational personnel activities. Human Resource Management Journal, 8, 41–55.10.1111/hrmj.1998.8.issue-1
   Google Scholar
• Harney, B., & Jordan, C. (2008). Unlocking the black box: Line managers and HRM Performance in a call centre context. International Journal of Productivity and Performance Management, 57, 275–296.10.1108/17410400810867508
   Google Scholar
• Harris, L., Doughty, D., & Kirk, S. (2002). The devolution of HR responsibilities– perspectives from the UK’s public sector. Journal of European Industrial Training, 26, 218–229.10.1108/03090590210424894
   Google Scholar
• Hayes, D. C. (1977). The contingency theory of managerial accounting. The Accounting Review, 52, 22–39.
   Web of Science ®Google Scholar
• Hendry, C. (1990). The corporate management of human resources under conditions of decentralization. British Journal of Management, 1, 91–103.10.1111/bjom.1990.1.issue-2
   Google Scholar
• Hoogendoorn, J., & Brewster, C. (1992). Human resource aspects: Decentralization and devolution. Personnel Review, 21, 4–11.10.1108/00483489210009075
   Web of Science ®Google Scholar
• Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy af Management Journal, 38, 635–672.10.2307/256741
   Web of Science ®Google Scholar
• Huselid, M. A., & Becker, B. E. (2011). Bridging micro and macro domains: Workforce differentiation and strategic human resource management. Journal of Management, 37, 421–428.10.1177/0149206310373400
   Web of Science ®Google Scholar
• Huselid, M. A., Jackson, S. E., & Schuler, R. S. (1997). Technical and strategic human resource management effectiveness as determinants of firm performance. Academy of Management Journal, 40, 171–188.10.2307/257025
   Web of Science ®Google Scholar
• India retail report (2013). IRIS research. India: Images Group.
   Google Scholar
• Jensen, J. M., Patel, P. C., & Messersmith, J. G. (2013). High-performance work systems and job control: Consequences for anxiety, role overload, and turnover intentions. Journal of Management, 39, 1699–1724.10.1177/0149206311419663
   Web of Science ®Google Scholar
• Jensen, M., & Meckling, W. (1976). Theory of the firm: Managerial behavior, agency costs, and ownership structure. Journal of Financial Economics, 3, 305–360.10.1016/0304-405X(76)90026-X
   Web of Science ®Google Scholar
• Jiang, K., Lepak, D. P., Han, K., Hong, Y., Kim, A., & Winkler, A.-L. (2012). Clarifying the construct of human resource systems: Relating human resource management to employee performance. Human Resource Management Review, 22, 73–85.10.1016/j.hrmr.2011.11.005
   Web of Science ®Google Scholar
• Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management ]ournal, 55, 1264–1294.10.5465/amj.2011.0088
   Web of Science ®Google Scholar
• Jiang, K., Takeuchi, R., & Lepak, D. P. (2013). Where do we go from here? New perspectives on the black boxes in strategic human resource management research. Journal of Management Studies, 50, 1448–1480.
   Web of Science ®Google Scholar
• Johlke, M. C., & Iyer, R. (2013). A model of retail job characteristics, employee role ambiguity, external customer mind-set, and sales performance. Journal of Retailing and Consumer Services, 20, 58–67.10.1016/j.jretconser.2012.10.006
   Google Scholar
• Katou, A. A., Budhwar, P. S., & Patel, C. (2014). Content vs. process in the HRM-performance relationship: An empirical examination. Human Resource Management, 53, 527–544.10.1002/hrm.2014.53.issue-4
   Web of Science ®Google Scholar
• Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of Management, 39, 366–391.10.1177/0149206310365901
   Web of Science ®Google Scholar
• Khilji, S. E., & Wang, X. (2006). ‘Intended’ and ‘implemented’ HRM: The missing linchpin in strategic human resource management research. International Journal of Human Resource Management, 17, 1171–1189.10.1080/09585190600756384
   Web of Science ®Google Scholar
• Kinnie, N. (1987). Bargaining within the enterprise: Centralized or decentralized? Journal of Management Studies, 24, 463–477.10.1111/joms.1987.24.issue-5
   Web of Science ®Google Scholar
• Kotter, J., & Sathe, V. (1978). Problems of human resource management in rapidly growing companies. California Management Review, 21, 29–36.
   Web of Science ®Google Scholar
• Kozlowski, S. W., & Klein, K. J. (2000). A multilevel approach to theory and research in organizations. In K. J. Klein & S. W. Kozlowski (Eds.), Multilevel theory, research and methods in organizations: Foundations, extensions, and new directions (pp. 3–90). San Francisco, CA: Jossey-Bass.
   Google Scholar
• Kuvaas, B., Dysvik, A., & Buch, R. (2014). Antecedents and employee outcomes of line managers’ perceptions of enabling HR practices. Journal of Management Studies, 51, 845–868.10.1111/joms.2014.51.issue-6
   Web of Science ®Google Scholar
• Laabs, J. K. (2001). Thinking outside the box and the container store. Workforce (USA), 80, 34–38.
   Google Scholar
• Larsen, H. H., & Brewster, C. (2003). Line management responsibility for HRM: What is happening in Europe? Employee Relations, 25, 228–244.10.1108/01425450310475838
   Google Scholar
• Lepak, D. P., & Snell, S. A. (2002). Examining the human resocource architecture: The relationships among human capital, employment, and human resource configurations. Journal of Management, 28, 517–543.10.1177/014920630202800403
   Web of Science ®Google Scholar
• Liao, H., Toya, K., Lepak, D. P., & Hong, Y. (2009). Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality. Journal of Applied Psychology, 94, 371–391.10.1037/a0013504
   PubMed Web of Science ®Google Scholar
• Macduffie, J. P. (1995). Human resource bundles and manufacturing performance: Organizational logic and flexible production systems in the world auto industry. Industrial and Labor Relations Review, 48, 197–221.10.1177/001979399504800201
   Web of Science ®Google Scholar
• Martín-Alcázar, F., Romero-Fernández, P. M., & Sánchez-Gardey, G. (2005). Strategic human resource management: Integrating the universalistic, contingent, configurational and contextual perspectives. The International Journal of Human Resource Management, 16, 633–659.10.1080/09585190500082519
   Web of Science ®Google Scholar
• Maxwell, G. A., & Watson, S. (2006). Perspective on line managers in human resource management: Hilton International’s UK hotels. The International Journal of Human Resource Management, 17, 1152–1170.10.1080/09585190600697638
   Web of Science ®Google Scholar
• McConville, T. (2006). Devolved HRM responsibilities, middle-managers and role dissonance. Personnel Review, 35, 637–653.
   Web of Science ®Google Scholar
• McGovern, P., Gratton, L., Hope-Hailey, V., Stiles, P., & Truss, C. (1997). Human resource management on the line? Human Resource Management Journal, 7, 12–29.10.1111/hrmj.1997.7.issue-4
   Google Scholar
• Messersmith, J., Patel, P., Lepak, D., & Gould-Williams, J. (2011). Unlocking the black-box: Exploring the link between high-performance work systems and performance. Journal of Applied Psychology, 96, 1105–1118.10.1037/a0024710
   PubMed Web of Science ®Google Scholar
• Miles, M., & Huberman, A. (1994). Qualitative data analysis: An expanded sourcebook. Thousand Oaks, CA: Sage.
   Google Scholar
• Miller, D. (2006). Strategic human resource management in department stores: An historical perspective. Journal of Retailing and Consumer Services, 13, 99–109.10.1016/j.jretconser.2005.08.012
   Google Scholar
• Nehles, A. C., van Riemsdijk, M., Kok, I., & Looise, J. K. (2006). Implementing human resource management successfully: A first-line management challenge. Management Revue, 17, 256–273.
   Google Scholar
• Nishii, L. H., Lepak, D. P., & Schneider, B. (2008). Employee attributions of the “why” of HR practices: Their effects on employee attitudes and behaviors and customer satisfaction. Personnel Psychology, 61, 503–545.10.1111/peps.2008.61.issue-3
   Web of Science ®Google Scholar
• Piening, E. P., Baluch, A. M., & Ridder, H.-G. (2014). Mind the intended-implemnted gap: Understanding employees’ perception of HRM. Human Resource Management, 53, 545–567.10.1002/hrm.2014.53.issue-4
   Web of Science ®Google Scholar
• Purcell, J., & Hutchinson, S. (2007). Front-line managers as agents in the HRM-performance causal chain: theory, analysis and evidence. Human Resource Management Journal, 17, 3–20.10.1111/hrmj.2007.17.issue-1
   Google Scholar
• Purcell, J., Kinnie, N., Swart, J., Rayton, B., & Hutchinson, S. (2009). People management and performance. New York, NY: Routledge.
   Google Scholar
• Sikora, D. M., & Ferris, G. R. (2014). Strategic human resource practice implementation: The critical role of line management. Human Resource Management Review, 24, 271–281.10.1016/j.hrmr.2014.03.008
   Web of Science ®Google Scholar
• Stanton, P., Young, S., Bartram, T., & Leggat, S. (2010). Singing the same song: translating HRM messages across management hierarchies in Australian hospitals. The International Journal of Human Resource Management, 21, 567–581.10.1080/09585191003612075
   Web of Science ®Google Scholar
• Storey, J. (1992). Developments in the management of human resources. Oxford: Blackwell.
   Google Scholar
• Takeuchi, R., Chen, G., & Lepak, D. (2009). Through the looking glass of a social system: cross-level effects of high-performance work systems on employees’ attitudes. Personnel Psychology, 62(1), 1–29.10.1111/peps.2009.62.issue-1
   Web of Science ®Google Scholar
• Tamir, M. (2011). The maturing field of emotion regulation. Emotion Review, 3, 3–7.10.1177/1754073910388685
   Web of Science ®Google Scholar
• Thompson, R. A. (2011). Emotion and emotion regulation: Two sides of the developing coin. Emotion Review, 3, 53–61.10.1177/1754073910380969
   Web of Science ®Google Scholar
• Thornhill, A., & Saunders, M. N. (1998). What if line managers don't realize they're responsible for HR? Lessons from an organization experiencing rapid change. Personnel Review, 27, 460–476.10.1108/00483489810238903
   Web of Science ®Google Scholar
• Tripathi, G., & Dave, K. (2013). Store format choice and relationship quality in apparel retail: A study of young and early-middle aged shoppers in New Delhi region. Journal of Retailing and Consumer Services, 20, 479–487.10.1016/j.jretconser.2013.04.003
   Google Scholar
• Truss, C. (2001). Complexities and controversies in linking HRM with organizational outcomes. Journal of Management Studies, 38, 1121–1149.10.1111/1467-6486.00275
   Web of Science ®Google Scholar
• Truss, C., & Gratton, L. (1994). Strategic human resource management: A conceptual approach. The International Journal of Human Resource Management, 5, 663–686.10.1080/09585199400000053
   Google Scholar
• Tushman, M. L., & Nadler, D. A. (1978). Information processing as an integrating concept in organizational design. Academy of Management Review, 3, 613–624.
   Google Scholar
• Vancil, R. F. (1979). Decentralization: Managerial ambiguity by design. Homewood Ill.: Dow-Jones Irwin.
   Google Scholar
• Whitener, E. (2001). Do “high commitment” human resource practices affect employee commitment? A cross-level analysis using hierarchical liner modeling. Journal of Management, 27, 515–535.
   Web of Science ®Google Scholar
• Whittaker, S., & Marchington, M. (2003). Devolving HR responsibility to the line, threat, opportunity or partnership. Employee Relations, 25, 245–261.10.1108/01425450310475847
   Google Scholar
• Woodrow, C., & Guest, D. 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, 38–56.10.1111/hrmj.2014.24.issue-1
   Web of Science ®Google Scholar
• Wright, P. M., & Nishii, L. H. (2006). Strategic HRM and organizational behavior: Integrating multiple levels of analysis. CAHRS Working Paper #07–03, 1–24. Retrieved from http://digitalcommons.ilr.cornell.edu/cahrswp/468
   Google Scholar
• Wright, P. M., & Nishii, L. H. (2013). Strategic HRM and organizational behaviour: Integrating multiple levels of analysis. In J. Paauwe, D. Guest, & P. Wright (Eds.), HRM and performance: Achievements and challenges (pp. 97–110). Chichester: Wiley.
   Google Scholar
• Wright, P. M., & Snell, S. A. (1998). Toward a unifying framework for exploring fit and flexibility in strategic human resource management. Academy of Management Review, 23, 756–772.
   Web of Science ®Google Scholar
• Wright, P. M., Gardner, T. M., Moynihan, L. M., & Allen, M. R. (2005). The relationship between HR practices and firm performance: Examining causal order. Personnel Psychology, 58, 409–446.10.1111/peps.2005.58.issue-2
   Web of Science ®Google Scholar
• Yin, R. K. (2003). Case study research: Design and methods. New Delhi: Sage.
   Google Scholar
• Zannetos, Z. S. (1965). On the theory of divisional structures: some aspects of centralization and decentralization of control and decision making. Management Science, 12, B49–B68.10.1287/mnsc.12.4.B49
   Web of Science ®Google Scholar