Managers perceptions about employees acceptance of HR practices and its interactions with modifications in the HR system

Abstract

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). 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 analysed hoe these perceptions might lead to modifications of the HR system. Our results suggest that these perceptions influence the implementation or suspension of HR practices.