HRM and Performance Linkage: The Role of Line Managers (original) (raw)
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Pakistan Journal of Commerce and Social Sciences, 2017
The ongoing debate to unlock the black box between HRM and performance is yet to be fully concluded. This paper addresses the recent calls by adding three employee outcomes (affective commitment, job satisfaction, and turnover intention) as a mediating mechanism in the causal chain from HR implementation level-i.e., the extent of organization's HR practices that are implemented by each line manager-to work performance. Primary data was collected through a self-administrative survey from 200 permanent employees and 82 supervisors/line managers working in four manufacturing firms. The data was analyzed using SPSS process macros and AMOS. The results reveal that line managers HR implementation level increases work unit performance. Furthermore, an elevated level of HR implementation enhances employees' affective commitment and job satisfaction and reduces their turnover intention and mediating role of these employee outcomes is fully supported by our data. The paper advances the strategic HRM research and contributes by providing a new mechanism to unravel the complexity of HRM-performance linkage debate.
Enacting the HRM Role: What Matters to Line Managers?
Mediterranean Journal of Social Sciences, 2015
Line managers' performance in enacting the HRM role has been criticized as they failed to meet the expectations of organizational members. Meanwhile, limitations in exploring the development of the line managers' HRM role have been identified in several areas. One of these limitations is the tendency of research to focus on HR specialists view, but failed to place line manager at the centre of the research analysis. To gain a deeper understanding of the causes and outcomes of line managers' HRM role, it is important to gather line managers' experience as a role holder. Drawing on a role theory concept, case studies are conducted at three Malaysian airports to gather in-depth data about line managers' HRM role. 23 interviews were carried out with line managers at the selected airports to understand the challenges they experience in enacting their HRM roles. Line managers' challenges are measured on five factors: desire, capability, competencies, support and HRM policy and procedures. This study revealed that line managers perceived no real challenges hindering them from performing their HRM role. Work environment is a new challenge identified in this study that influence line managers' performance in enacting their HRM role. Importantly, line managers suggested some improvement would assist them in performing better, particularly in terms of sufficient and consistent support from superiors and HR specialists. A clear feedback regarding the implementation of HRM policies and procedures from superiors is regarded as an important tool for line managers in improving their HRM role performance.
Human Resource Management, 2013
Line managers are today seen as increasingly important in effectively implementing HRM practices. Based on the Ability-Motivation-Opportunity (AMO) theory, we predict that line managers' performance in this regard will depend on their ability to apply HRM practices, and that their motivation and the opportunity provided will enhance this effect. Through a survey of 174 line managers and 1,065 of their direct subordinates in two organizations, we found ability to be the best predictor of a line manager's HRM performance. Motivation did not moderate the effect of ability on performance as predicted, and our results suggest this relationship needs further attention. Opportunity did enhance the effect of ability on HRM implementation effectiveness. Therefore, HRM departments should aim to enhance line managers' abilities and provide adequate opportunities for them to carry out the expected HRM duties. -NEHLES is an assistant professor of human resource management within the School of Management and Governance at the University of Twente in The Netherlands. Her main research interests are the implementation of HRM by line managers, HRM effectiveness, and perceptions of HRM.
Line management attributions for effective HRM implementation
Employee Relations: The International Journal
PurposeMany HRM practices are never thoroughly implemented, or are implemented ineffectively. To better understand what line managers need to implement HRM practices effectively, the authors have developed and validated a psychometrically sound measurement instrument dealing with line managers' attributions for effective HRM implementation. Based on the theory of causal attributions, the authors distinguish between internal and external attributions that determine how line managers implement HRM practices on the work floor.Design/methodology/approachA multidimensional approach has been used, and, after collecting data from 471 line managers, thorough scale development guidelines and validation procedures have been applied for instrument development.FindingsThe instrument's psychometric qualities have been assessed by calculating the reliability and validity of line managers' internal attributions – including its composing dimensions of desire and competences – and their ...
Human Resource Management, 2013
This article examines the role played by line managers in the link between HRM practices and individual performance outcomes. Drawing on social exchange theory, the authors test a mediated model linking perceived line manager behavior and perceived human resource management practices with employee engagement and individual performance. The study focuses on two self-report measures of individual performance; task performance and innovative work behavior. Two studies with a total of 1,796 participants were conducted in service-sector organizations in the United Kingdom and analyzed using structural equation modeling. The data reveal that perceived line manager behavior and perceived HRM practices are linked with employee engagement. In turn, employee engagement is strongly linked to individual performance and fully mediates the link between both perceived HRM practices and perceived line manager behavior and self-report task performance (study 1), as well as self-report innovative work behavior (study 2). The findings show the significance of the line manager in the HRM-performance link, and the mediating role played by employee engagement.
Line Managers and the Application of the Harvard HRM Model
The International Journal of Business and Management, 2020
An organization must grow and make profits for future development and it must be able to perform the tasks as stated in its objectives. It is necessary for the organization leadership to appreciate that the organization exists because of the people involved in it and these are whom they lead (Deaconu, Rasca, & Manolescu, 2010). The 21 st Century organization trends consider employees as 'assets' and like all assets, they must make a profit for the organization otherwise they would be discarded which would mean the end of the organization (Gabcanova, 2011). A leader may be very qualified in the technical aspects but ultimately, the actual performance of the tasks will only succeed through the performance of the followers and since the 21 st Century organizations are working through teams, then the success of the tasks will depend on how a line manager leads the followers in the team which makes the human capital performance a significant element in any organization (Deaconu, Rasca, & Manolescu, 2010).
Front‐line managers as agents in the HRM‐performance causal chain: theory, analysis and evidence
Human Resource Management …, 2007
Research on the link between HRM and organisational performance has neglected the role of front-line managers, yet it is these managers who are increasingly charged with the implementation of many HR practices. Using an employee survey in 12 'excellent' companies we explore the extent to which employee commitment towards their employer and their job are influenced by the quality of leadership behaviour and by satisfaction with HR practices. Both have a strong effect on employee attitudes. The article concludes with a case study of a planned effort to improve front-line managers' skills in people management.
The Oxford Handbook of Human Resource Management, 2009
The search for causal links between strategic HRM and business performance has dominated both academic and practitioner debate for over two decades. This article poses fundamental questions such as what is meant by performance, how an HR system is to be configured, how the causal chain between HR practices and performance outcomes is to be modeled, and what this means for research in the area. Most importantly, it challenges what we mean by human resource management. Recent research is reviewed to argue that culture, leadership, line manager behaviour, and operational management all need to fall within this area of interest. Before getting into the substance of these points, the article says something about the type of problems that have bedeviled research in the area.