HRM Perceptions and Cognitive Frames: Constructing and Implementing Effective HR Initiatives

This paper offers recommendations as how to construct strong HR systems and effective HR initiatives. The focus lies on minimizing incongruence among individual perceptions through the analysis of cognitive (HRM) frames. A case study, consisting of interviews has been performed within an organizational setting to determine frames at the intended, actual and perceived levels of analysis regarding the HR policy under study. It has been found that flaws in the communication have led to ambiguities of line-managers regarding the correct way of implementing the policy and a lack of overall knowledge of employees concerning the policy. This lack of clarity forces line-managers and employees to consult their personal cognitive (HRM) frames while interpreting distinct aspects of the policy, leading to differences in opinions, expectations and behaviors regarding some of those aspects. It is concluded that two things are important for the creation of strong HR systems. Firstly, managers have to take into account a number of characteristics of strong HR systems while constructing HR initiatives. Secondly, the usage of direct instruments of communication, during the initial- as well as during later phases of the implementation of HR initiatives, is essential for the constructing and sustaining of strong HR systems.