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1.
    
Exploring a unitarist and pluralist Human Resource Management (HRM) perspective, we propose a more nuanced view on Bowen and Ostroff's (2004) concept of strong HRM processes. More specifically, we investigate whether strong HRM processes contribute positively or negatively to line managers' effective HRM implementation. The results of a multi‐level model with data from 125 line managers and 899 employees of five organisations show a complex picture. In line with unitarist thinking, we find a positive indirect effect of strong HRM processes on HRM implementation effectiveness via line managers' ability. In accordance with pluralist thinking, we find a negative direct relationship between strong HRM processes and HRM implementation effectiveness. We discuss the tensions in HRM that might explain these ambiguous findings.  相似文献   

2.
    
The purpose of this study was to develop and validate a theoretically grounded instrument to measure perceived HRM system strength. Relying on the work of Bowen and Ostroff, we identify different constructs capturing measurable features of a strong HRM system. Next, we develop items to measure these constructs, and use two different samples to validate the instrument. The resulting instrument builds on 11 constructs, organized along 3 different hierarchical levels. It is useful for HR practitioners in evaluating their functioning and for researchers to further test and develop theoretical insights in the HRM–performance relationship.  相似文献   

3.
    
Line managers make a difference when it comes to older workers continuing to participate in the labour market. Depending on their coaching abilities, and their willingness to use these abilities, line managers can offer social support to those older workers that they supervise. This willingness is to an extent dependent on the opportunities for action that the organization provides to line managers. Contrary to earlier research, our study based on a survey of 160 front line managers, failed to find evidence that the social support that line managers provide is influenced by negative stereotypical attitudes about the lack of flexibility and the performance of older workers. This study adds new insights into the determinants of line managers' activities and underlines the essential role that front-line managers play in human resource practices for older workers.  相似文献   

4.
    
In high performing human resource management (HRM) systems, much responsibility for managing employees and associated processes is typically devolved to frontline managers (FLMs). Research indicates that undeveloped FLM HRM ability can impact performance, particularly in health‐care organisations. We present the incidence and characteristics of HRM‐oriented learning and development programs for FLMs in hospitals with high performing systems of HRM, and experiences of FLMs directly participating in them. We combine data from 50 Australian hospital accreditation reports with interviews from eight ‘high performance HRM’ cases. We find: almost all high performers develop FLM HRM ability; development programs are extremely diverse between hospitals and succession planning is deficient. While primarily focused on understanding ability, the study contributes to the ability, motivation, opportunity framework, proposing a model and new interrelationships between these variables in the FLM context.  相似文献   

5.
    
The topic of what human resource management (HRM) responsibilities are devolved from the HRM department to line managers has attracted much interest in recent years. We report findings from a study on the devolution of HRM practices in four project-oriented companies (POCs) and argue that although HRM practices are carried out beyond the HRM department, they are also carried out beyond the line. While the literature on devolving HRM responsibilities to line management is burgeoning, the HRM responsibilities of managers beyond the line organization are neglected. We make two contributions to the literature. Firstly, our study reveals that some HRM practices are the domain of the project manager rather than either the line manager or the HRM department. The complex interplay of the roles of the HRM department, line management and project management creates challenges and pitfalls where people are managed across the boundaries of the permanent and temporary organization. We identify a potentially powerful role for the HRM department in both monitoring and guiding the different players from the line and the project organizations, and in protecting the well-being of employees whose work traverses these organizational boundaries. Our second contribution is that we map the diversity of practices in different POCs for managing the interplay between the three main parties delivering HRM practices and offer project orientation as a contextual indicator that contributes to diversity in HRM practices.  相似文献   

6.
    
Abstract

In this study, we understand HRM implementation as a social process that depends on the social exchange relationships between line managers and both HRM professionals and employees. As such, we offer a fresh approach to understanding HRM implementation by concentrating on the social exchange among HRM actors. We do so by investigating to what extent these exchange relationships influence HRM implementation, as reflected in employees’ perceptions of the presence of HRM practices and their affective commitment. We collected multilevel data from two sources (line managers and employees) and in two phases in a Dutch engineering firm, and obtained fully matched manager – employee information from 75 employees and 20 line managers. Our results show that employees perceive a larger number of HRM practices when they have a good relationship with their line managers and when their line managers are motivated to implement HRM practices. Line managers, in turn, reciprocate perceived support from the HRM department with greater motivation to implement these practices. We conclude that because HRM actors engage in social interactions, HRM practices will be implemented at the organizational level because employees perceive the presence of HRM practices and then reciprocate this with affective commitment.  相似文献   

7.
    
Of late, the line management role has been reorganized in business organizations and they are now increasingly taking up responsibility for core HRM functions. Line managers' role in HRM has been recognized in academic research but it is likely impact on the effectiveness of HRM that has remained relatively under researched, especially in India. The focus of the study was, thus, to empirically examine the relationship between dimensions of line managers' role in HRM and effectiveness of HRM in the Indian context. Primary data were obtained from HR managers of top-ranking companies through a single cross-sectional survey based on a research instrument designed by the researcher. The instrument was tested for unidimensionality, reliability and validity. SEM capabilities of LISREL 8.50 were utilized to test the conceptual research model based on the hypothesized relationships. The findings provided mixed support for the conceptual model. The present research has implications for both academicians and practitioners. The study is expected to serve as a guide in understanding the role of line managers vis-a-vis HRM, a largely unexplored area in the Indian context.  相似文献   

8.
    
The transition towards a socialist market‐oriented economy has presented many challenges to both China and Vietnam. One of the key human resource challenges has been to develop business leadership skills in a flexible, timely and cost‐effective manner. This paper focuses on the self‐initiated approach to professional development that has been introduced by managers at a grassroot level to improve business leadership (referred to as self‐development). Given the limited research on self‐development in China and Vietnam, the intention of this paper is to enrich understanding of why managers in a complex and dynamic transitional environment undertake self‐development activities. The findings of this study suggest that there is no ‘one‐size‐fits‐all’ paradigm to understand self‐development across contexts. First, the western model of leadership competencies at the different management levels do not necessarily fit the needs that managers are targeting in their self‐development activities in China and Vietnam. Second, despite some similarities between China and Vietnam, the Chinese managers were more interested in technical leadership skills than the Vietnamese managers whose self‐development foci were centred on improving their moral standards. Such differences highlight each country's stage of economic and social development while reinforcing the influence of contextual factors. It also suggests that self‐development is best understood as a process within a specific context.  相似文献   

9.
    
Although researchers have extensively stressed the critical role of line managers in the effective implementation of HR practices, little is known about what exactly causes managers to enact these practices. In this paper, we draw from signaling theory, theory of planned behavior and social exchange theory to investigate both the antecedents and the outcomes of front-line management’s enactment of performance management (PM) activities. Results from two Belgian samples of 731 front-line managers and 425 employees show that line management’s beliefs regarding the usefulness of PM activities mediate the relationship between HR support and line management’s implicit person theory, on the one hand, and PM enactment, on the other. This relationship is moderated by the manager’ span of control. Furthermore, line management enactment shows to be positively related to employee engagement and job satisfaction.  相似文献   

10.
    
Despite significant changes in industrial relations (IR) legislation in recent decades, research has failed to place the line manager at the centre of analysis on IR performance. There is much published about their HR role, but both HRM and IR relate directly to managing people in the workplace. This means that line managers’ IR role is also important to understand. This paper asks does the line manager play a role in modern industrial relations and how organisations can support line managers in their IR role. While aspects of IR have been transformed in Australia to a very legalistic process, data from three Australian cases indicate that the training and skills of line managers has a strong impact on their performance in workplace‐level IR matters. Furthermore, their level within the corporate hierarchy determines the type of IR activities in which they are involved.  相似文献   

11.
    
Abstract

Over the past decades, scholars have dedicated substantial attention to the process of HRM implementation. Most progress has been made with debates on HRM system strength, roles of organisational actors in HRM implementation, and intended, actual and perceived HRM. In this paper, we challenge the current view on HRM implementation as being too static and one-directional. By building on structuration theory, we show that the process of HRM implementation is less straightforward than has been previously assumed. After their initial introduction, HRM practices evolve through turbulent developments. Furthermore, instead of neatly distributed roles following meticulously scheduled planning, HRM practices are influenced by various organisational actors. For successful implementation, HRM practices need to become inscribed into the interpretive schemes of organisational actors, resources have to be distributed, the HRM practice has to gain legitimacy. We develop a comprehensive framework that assists in understanding the process of HRM implementation.  相似文献   

12.
    
The franchising business model has received scant attention within the field of human resource management (HRM). Data tracking workers' experience of this format are more elusive still. This study draws on comparative, qualitative data derived from discussions with 82 respondents working within the corporate and franchised divisions of a market leading, fast food multinational company (MNC). Extant analyses of franchised operations point to shortcomings in franchisees' treatment of staff. This outcome is typically asserted to be the result of the opportunism that flows from the desire to maximise revenues and minimise costs. This emphasis on structural pressures ignores the micro-level influences and the complexity of the day-to-day dynamics of the employment relationship. Specifically, the impact of the leadership skills and competence of front-line managers (FLMs) is overlooked. The study highlights that differences in FLM capability significantly affect the work climate, further aggravating poor HR activities in the franchised units, while offsetting some of the repressive task features associated with routinised work in the corporate division.  相似文献   

13.
    
Abstract

Within the extensive body of employee voice literature, the voice of the ordinary shopfloor employee has resonated loudly. The important role that line managers play in encouraging or inhibiting that voice has also been well documented. However, within the voice literature there has been silence with respect to line managers themselves being considered as voicers. In this paper, these missing managerial voices are amplified through the presentation of a case study of front and middle line manager voice within a university setting. Within this hierarchical organisation subject to increased managerialism, semi-structured interviews with 26 participants were conducted and it was found that line managers’ voice was thwarted due to relational and structural blockages in their formal voice channels. In some cases, this led to suppressed voice and a sense that line managers had no one to voice to. However, some managers were able to be creative and their actions led to productive resistance. While for others, these blockages motivated line managers to use covert ‘underground channels’ where their voice was raised informally and their interests could be advanced. The paper extends our knowledge by considering the line manager as a voicer, and not merely a manager of voice.  相似文献   

14.
    
With front line managers (FLMs) being critical in the delivery of human resource management (HRM) we would benefit from a better understanding of how and why these managers execute their human resources (HR) responsibilities in the way that they do. Without such knowledge we cannot fully identify the factors that contribute to the known gap between intended and implemented HRM and mediate the relationship between HRM and organizational performance. Yet FLMs have been largely overlooked in many studies of line management-HRM with very few employing a role-theoretic framework. To address this, interviews were conducted with FLMs in the retail industry to examine the relationship between their work role stressors and their implementation of HRM. FLMs were found to experience role overload, role conflict and role ambiguity, and in accordance with process role theory, engaged in role-making as a response. This resulted in FLMs deviating from intended HRM whereby role overload and conflict often brought about a renegotiation of the more intangible or costly HR policies, whereas role ambiguity undermined their ability to consistently and confidently implement HRM. The paper concludes by arguing that FLMs and their experiences of role stress are critical to our understanding of the gap between intended and implemented HRM.  相似文献   

15.
Management development (MD) is widely regarded as a key element in a strategic approach to human resource management, yet there is still little empirical evidence that it actually contributes significantly to superior firm performance. In a study of 179 European firms across six countries, organization size explained some variance in productivity. However, the degree of variance explained is considerably enhanced when variables are introduced which capture the way MD is conceived and implemented. Specifically, line manager perceptions of the importance given to MD distinguish high- from low-performing companies when measured against an objective measure of firm productivity derived from a financial database.  相似文献   

16.
    
Over the last few decades, a substantial body of research has examined the relationship between human resource management (HRM) and performance. However, little attention has been given to the implementation of HRM, although an HR policy can be implemented in various ways within an organization. In addressing recent calls in the literature to examine this issue more closely, we study the role of line managers in implementing HRM and the influence of employees' perceptions of HRM. In a multilevel study of 315 employees and 41 line managers drawn from various work-units of a Dutch municipality, we tested whether HR practices, as implemented by line managers, affect employees' perceptions of HRM and whether these perceptions in turn relate to perceived unit performance. The analysis shows that implemented HR practices differed between work-units. More specifically, our study shows that these differences can be explained by a line manager's leadership style. Moreover, our findings indicate that employees' perceptions of the HR practices implemented mediate the relationship between the HR practices implemented by line managers and perceived unit performance. These findings contribute to our understanding of how HRM affects performance.  相似文献   

17.
    
Line managers play a central role in HRM practices, but research and theory on how their role is enacted remains underdeveloped. This paper presents a case study of a large U.K.‐based fashion retailer and uses managerial discretion theory to develop a novel understanding of line managers' contribution to the implementation of HRM practices. We describe three distinct ways in which line managers engage with HRM policies and procedures, and propose that line managers make an important contribution to the effective implementation of HRM systems through exerting their cognitive and political abilities to bring about decisions that are well suited to their local situations. Moreover, we find that HR specialists design and manage HRM policies and procedures to afford different levels of managerial discretion in different areas of HRM.  相似文献   

18.
Abstract

Performance management systems are used to increase employees’ performance with the ultimate aim of increasing organizational performance. Organizations rely on line managers to implement performance management systems and to engage in a continuous process of goal-setting, feedback, coaching and performance appraisal with their employees. Drawing on the AMO theory, we predict that the effectiveness of performance management implementation will be a function of three factors. First, line managers should have the Ability to enact the activities that are involved in performance management. Secondly, they should be Motivated to perform these activities. Thirdly, line managers should have sufficient Opportunity to fulfill these activities on top of the demands from other organizational. If not, they could experience role conflict. We developed several cross-level hypotheses. The data came from 71 line managers and 318 employees working in Flemish education. Hierarchical linear modelling found that line managers’ AMO to implement performance management systems was positively related to employees’ satisfaction with the system. These relationships were mediated by employees’ perceptions that the performance management system is strong. A strong system signals that its features are salient across employees and that the system is clear and understood. This study has several theoretical and practical implications.  相似文献   

19.
罗东霞 《价值工程》2006,25(8):121-123
营销战略成功的关键在于执行,而执行的关键又在于中层经理的执行力。本文从提高中层经理执行,所需的技能及其战略承诺和角色承诺方面,论述了提高中层经理营销战略执行力的问题。  相似文献   

20.
    
This study focuses on the empirical analysis of strategic HR roles and organizational learning capability. Line and HR firm performance is further analysed. The sample size consisted of 640 managers in India. Standardized questionnaires were used as tools for the managers' perception of the two variables and their link to data collection. Statistical results indicate that correlation coefficients were mostly significant and positive for the variables and sub-variables of strategic HR roles and organizational learning capability. Discriminant functional analysis reflected that line and HR managers differed significantly in their perception of both variables. Stepwise regression analysis indicated that both the variables of strategic HR roles and organizational learning capability predict firm performance.  相似文献   

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