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A strong assumption exists in the field of HRM that, the HRM strategy of an organization is directly corresponding with the strategy’s implementation when the reality is that, often such strategy is implemented without a clear sense of direction and even are not implemented at all. Quite logically, this leads to significant variations between the developed strategy of HRM and the actual implementation. Scholars have highlighted that in order for a HRM strategy to be successful there are two critical standpoints – primarily, the HRM strategy in question must be effective in light of the need of the organizational conditions and secondly, the implementation of such strategy must be effective in the absence of which the entire relevance of the strategy is lost (Thompson & Martin, 2005). Scholars have tried to understand the direct link between that of the performance of an organization with that of the HRM by exploring into the field (Burnes, 2004). It is identified now, that, though presence of effective HRM initiatives and policies are crucial for the successful performance of an organization, it is not enough that such would ensure competitiveness to the organization. Importance must be presented on the manner in which these initiatives are implemented in the workplace. The responsibility for such implementation lies with the line managers of an organization as they actually have to execute the practices of HRM at the shop floor. As per research, the line managers find it difficult to implement such HRM initiatives due to the presence of a number of limitations, which inhibit the effectiveness of the line managers.