Decision making on human resource management systems

The objective of this study is to describe the interactions between individual-level response (employees’
trust and adhesion to Human Resource (HR) Management practices) and organizational-level processes
(managers’ implementation of new practices, for instances technologies). The need to understand
employees’ perceptions in an interactional perspective, correlating these variables with the perceptions of
HR managers constitutes an important field of research, integrating both perspectives in multi-level
studies. In this paper we illustrate our initial research in a multi-level research project, presenting the
results of a qualitative study of HR managers’ perceptions of social processes involved in HR and their
employees’ acceptance of HR practices. We also analyzed perceptions that might lead to modifications of
the HR system. Our results suggest that these perceptions influence the implementation or suspension of
HR practices.
info:eu-repo/semantics/publishedVersion