Strategic human resource practice implementation the critical role of line manager. it was a design to write a new research paper on which this presentation was given. it is also a model for new researcher paper writer to how to write and develop a bases for your paper. step by step details given in PPT at the end of last PPT further steps are also mentioned.

1. 1
Strategic human resource practice
implementation:
The critical role of line management
David M. Sikora a,, Gerald R. Ferris bPresented by:
Ali Imran

2. HRM PRACTICES LINE MANAGERS ROLE ORG.O/P
INDEP. VARIABLE DEPND. VARIABLE

3. HRM PRACTICS
Strategic Practices
•Employee
Empowerment
•Management
Development
•Teamwork
Technical Practices
•Benefits,
•Compensation,
•Safety

4. SOCIAL CONTEXT THEORY
• An organization's social context, including its culture, climate,
political considerations, and social interactions
• Shapes the linkages between HR systems, HR practice
implementation, and organization effectiveness.
• This paper is based on the model of Grattan and Truss (2003) and
social context theory model by Ferris et al., 1998.
• This social context model also proposes that the types of HR
practices that are developed and implemented in each
organization are shaped by these key social factors (Ferris et al.,
1998).

5. VARIABLES AND DIMENSIONS
Organizational
Culture
Social Interactions
Organizational
Climate
Political
Considerations
Line Manager HR
Practice
Implementation
Level
Subordinate Turnover
Intention
Subordinate Job
Performance
Subordinate Job
Satisfaction
Subordinate
Procedural Justice
Perceptions
Purposed model by Sikora, R. Ferris (2014)

6. DIMENSIONS OF MODEL
Sub
Procedural
Justice
Perceptions
Org.
Culture
Org.
Climate
Polity
Consider
Subordinate
Turnover
Intention
Sub. Job
Performance
Subordinate Job
Satisfaction

7. ORGANIZATIONAL CLIMATE
• the definitions of organizational climate offered by such authors
as Gihner (1966), Taguri (1968), Meyer (1967), Georgopoulos
(1965), Litwin and Stringer (1966), and Gellerman (1959),
• one might define organizational climate as a relatively enduring
quality of an organization's internal environment distinguishing it
from other organizations;
• (a) which results from the behavior and policies of members of the
organization, especially top management;
• (b) which is perceived by members of the organization;
• (c) which serves as a basis for interpreting the situation; and (d)
acts as a source of pressure for directing activity.

8. ORGANIZATIONAL CLIMATE CONT…..
Factors that influence Organizational Climate
Involvement
Co-worker Cohesion
Supervisor Support
Autonomy
Task Orientation
Work Pressure
Clarity
Managerial Control
Innovation
Physical Comfort
Accountability

9. ACCOUNTABILITY
• Renwick (2000) found that while many line managers welcome HR responsibilities,
this responsibility needs to be accompanied with greater accountability.
• Renwick also argued that responsibility and accountability are key factors in the
execution of line managers' HR duties.
• Accountability also was identified as an HR implementation issue by Cassell et al.'s
(2002) study of small business line managers. These managers felt that while they
were accountable for implementing their organization's HR practices, they also
believed that there was no formal evaluation of HR practice success.
• Renwick (2003) similarly found that line managers believed that they were
increasingly assuming HR responsibilities and accountability, yet they were given
little authority in carrying out those duties.
• Watson et al. (2007) asserted that clearly defined accountability for HR tasks is
crucial for line managers' HR practice execution.

10. SUBORDINATE PROCEDURAL JUSTICE PERCEPTION
• Kim (2009) found that employees who perceived that they were
treated fairly by their company tended to develop and maintain
communal relationships with the company.
• when employees felt that they were treated fairly by their company,
they were likely to hold more commitment, trust, satisfaction, and
control mutuality than when they perceived that they were treated
unfairly.
• organizational justice perceptions strongly effect the attitude of the
workers such as job satisfaction, turnover intentions and organization
commitment and also workplace behavior such as absenteeism and
organizational citizenship behavior (Colquitt, Conlon, Wesson, Porter, &
Ng, 2001).

11. TYPES OF JUSTICE
•It has three types
• (I) Distributive justice
• (II) Procedural justice
• (III) Interactional justice

12. DISTRIBUTIVE JUSTICE
• The notion of fairness in organizations emerged from the social-
psychological literature on distributive justice (Adams, 1963, 1965;
Deutsch, 1975, 1985) .
• Distributive justice has its origins in equity theory (Adams, 1965),
which argues that individuals compare their input–output ratios
with those of others in order to determine the level of fairness.
• When individuals perceive inequity, they modify their effort, or
change their perceptions of inputs or outcomes
• In performance appraisals, individuals compare their efforts with
the rating they received and the fairness of the rating constitutes
distributive justice perceptions

13. PROCEDURAL JUSTICE
• Procedural justice, defined as the fairness of the process by which outcomes are
determined (Lind & Tyler, 1988)
• (Leventhal, 1980; Leventhal et al., 1980) theory of procedural justice judgments
focused on six points
• (a) be applied consistently across people and across time,
• (b) be free from bias (e.g., ensuring that a third party has no vested interest in a
particular settlement),
• (c) ensure that accurate information is collected and used in making decisions,
• (d) have some mechanism to correct flawed or inaccurate decisions,
• (e) conform to personal or prevailing standards of ethics or morality,
• (f) ensure that the opinions of various groups affected by the decision have been
taken into account.

14. INTERACTIONAL JUSTICE
• Indicate the management representatives behavior toward subordinate
(most advance aspect of justice perception in org.)
• More recently, interactional justice has come to be seen as consisting
of two specific types of interpersonal treatment (Greenberg, 1990a,
1993b).
• The first, labeled interpersonal justice, reflects the degree to which
people are treated with politeness, dignity, and respect by authorities
or third parties involved in executing procedures or determining
outcomes.
• The second, labeled informational justice, focuses on the explanations
provided to people that convey information about why procedures
were used in a certain way or why outcomes were distributed in a
certain fashion.

15. NOW NEXT IS MY PROBLEM STATEMENT AND
FURTHER WORK FROM MY SIDE

16. PROBLEM STATEMENT
•Subordinate justice perceptions level,
impact of organizational climate on Line
managers HRM implementation.

17. Variables
organizational
climate
Subordinate
justice
perceptions level
Line managers HRM
implementation
INDEP. VARIABLE
MEDIATOR
DEP.VARIABLE

18. ORGANIZATIONAL CLIMATE
• the definitions of organizational climate offered by such authors
as Gihner (1966), Taguri (1968), Meyer (1967), Georgopoulos (1965),
Litwin and Stringer (1966), and Gellerman (1959),
• one might define organizational climate as a relatively enduring
quality of an organization's internal environment distinguishing it
from other organizations;
• (a) which results from the behavior and policies of members of the
organization, especially top management;
• (b) which is perceived by members of the organization;
• (c) which serves as a basis for interpreting the situation; and (d)
acts as a source of pressure for directing activity.

19. ORGANIZATIONAL CLIMATE IMPACT ON LINE
MANAGERS HRM IMPLEMENTATIONS
• Organizational culture is defined by an organization's enduring
and deeply shared attitudes, norms, and beliefs. In comparison,
Organizational climate is individuals' more short-term and
variable environmental interpretation (Denison, 1996; Ferris et
al., 1998; Kopelman, Brief, & Guzzo, 1990). Kopelman et al.
(1990) argued that organizational climate includes an
organization's key Goals, work means and methods, task and
social support provided to employees, and the type of rewards
provided for good job

20. AT NEXT NOW YOU HAVE TO DEFINE YOUR
VARIBLES DEFINATIONS AND OLD AUTHORS
WORDS FOR IT AND RELATION WITH YOUR
DEPNDENT VARIABLES BY EACH DIEMENSION
FOR THIS PURPOSE YOU HAVE TO READ VARIOUS
PAPERS(ABSTRACT INTRODUCATIONAND
CONCLUSION ONLY)
AFTER THAT YOUR VARIABLES WILL BE THEORIZED
THEN YOU COME UP WITH YOUR OWN HYPOTHESIS