How Symbolic Human Resource Function Actions Affect the Implementation of High Performance Work Practices: The Mediating Effect of Influence on Strategic Decision Making

Abstract

Despite growing evidence of HRM-performance linkages, the department entrusted to implement High Performance Work Practices (HPWPs), the Human Resource function, is perceived to lack organizational power. Drawing on political perspectives on organizational behavior, we argue that the HR function can increase its influence on strategic decision making in the organization by developing symbolic HR function actions such as interacting effectively with directors, involving line managers in HRM, outsourcing, and using HR metrics. Next, we explore how HR function influence is associated with implementation of HPWPs. Finally, we test whether the mediation mechanism is moderated by industry type within a global sample of 11,780 raters at 409 business units. The findings of this study have important implications for HR professionals who seek to implement HPWPs in their organizations. It provides insight into how HR functions can develop and use influence toward increasing line managers’ willingness to implement such practices.

Keywords: HR department, HR function, High performance work practices, HPWP, strategic human resource management, multi-level analysis, mediation