Leaders as HR sensegivers: Four HR implementation behaviors that create strong HR systems

While the problem of the gap between espoused and implemented HR practices has been widely recognized in the past, consideration of the role that leaders, and particularly direct managers, play in implementing HRM has not been well defined. In an effort to close this gap, we argue that more attention needs to be paid to the critical role of managers, as they are the ones who shape employees' climate perceptions by interpreting and providing meaning about the intended messages of HR practices as they relate to the specific job expectations of employees. In particular, we identify four HR implementation leader behaviors for facilitating a strong HR system. We expect that when leaders verbally articulate the intended meanings and expectations, role model desired behaviors, reinforce preferred behaviors, and assess followers' interpretations of the provided meanings so that further adjustments can be made in the meaning-making process, that cohesive climate perceptions that drive a strong HR system will ensue. •To help close the gap between espoused and implemented HR practices, we highlight the critical role of leaders in shaping strong HR systems.•Leaders must translate HR practices into specific behavior-outcome expectancies to guide day-to-day work of employees.•We identify four implementation leader behaviors to facilitate strong HR systems.•These behaviors include articulating meaning, role modeling behaviors, reinforcing behaviors, and assessing interpretations.