How can CEOs influence HRM implementation? Unfolding top management's role in HRM

Mirfakhar Atieh S., J. Trullen, Valverde Mireia

Research output: Indexed journal article Articlepeer-review

6 Citations (Web of Science)

Abstract

This paper investigates how CEOs can influence the implementation of HRM policies in their organizations. It does so by comparing the HRM implementation roles of the same CEO in two different companies as well as those of different CEOs in the same firm. Based on the findings, the study inductively develops a model that describes different types of CEO direct and indirect influence, unfolding the generic label of CEO 'support' into a wide catalogue of actions, and identifying further behaviours other than support. The results also challenge some established ideas, such as the view of CEOs' HRM role solely as strategic decision makers, or that CEO influence necessarily involves overt action. Finally, our findings open several avenues for future research on a relevant and, so far, underdeveloped topic.
Original languageEnglish
Pages (from-to)1300-1329
Number of pages30
JournalThe International Journal of Human Resource Management
Volume34
Issue number7
DOIs
Publication statusPublished - 12 Apr 2023

Keywords

  • CEO
  • HRM beliefs
  • HRM implementation
  • Iran
  • influence
  • top management

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