Implementation and Consumption of HRM: Stakeholder Differences (Human Resource Management‪)‬

ABSTRACT A high proportion of research into the HRM function relies on data obtained from managers alone, usually HRM managers. This study uses both managers' and employees' evaluations of the importance and the effectiveness of the HRM function in their organisations. The study data demonstrate that managers' evaluations are significantly higher than employees' evaluations. This illustrates that implementing HRM and experiencing HRM are two different matters, and suggests the need for a multi constituency approach for the evaluation of HRM.