Line managers' caring for employees in HRM implementation

Abstract

Purpose – This study explores how line managers care for their subordinates by taking their individual needs into consideration during HRM implementation. Design/methodology/approach – An interpretive multi-case study approach, interviewing 2 HR managers, 12 line managers and 22 employeesfrom retail unitsin Lithuania, is used to explore line managers’ caring in HRM implementation. Findings – Line managers integrate caring with HRM implementation by: (a) getting to know their employees, voicing their needs, recognizing their strengths and encouraging their promotion and (b) modifying HRM practices to support employees’ needs. Practical implications – Linemanagers need not only to be provided with flexibility in HRM implementation to take care for their employees, but should be encouraged to utilize it. This motivates more active engagement in HRM implementation, resulting in HRM practice improvement and personalized satisfaction of employees’ needs. Originality/value – First, we contribute to the understanding of the HRM implementation process by showing that HRM implementation can be approached as an opportunity to adapt HRM practices to take care for employees. Next, we find that line managers’ caring behaviors contribute to their understanding of their dual managerial role in HRM implementation and caring for employees’ needs and well-being. We also extend the HRM implementation literature by showing that caring for employees’ needs is integrated into HRM practices, driving line managers’ active engagement in HRM implementation and practice modification. Finally, we find that to take care for employees, managers initiate tailor-made HR arrangements and engage in workforce differentiation.