Article2013

First‐Line Managers' HR Involvement and HR Effectiveness: The Case of South Korea

55 citations0/0 files storedHuman Resource Management

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Human Resource and Talent Management Job Satisfaction and Organizational Behavior Management and Organizational Practices

Abstract

Abstract In this study, we empirically examine the consequences of devolving HR responsibilities to first‐line managers (FLMs) who make daily contacts with frontline workers. Drawing from HR strength theory, we propose that FLMs' involvement in HR enhances HR effectiveness. We also argue that the positive relationship between FLMs' HR involvement and HR effectiveness is compromised when a company employs an institutionally emerging HR system, and that this negative combinative effect will be alleviated by transferring HR knowledge to FLMs. We tested the hypothesized relationships using panel survey data from South Korea (N = 215). The results of our hierarchical regression analysis generally support our claims. Implications, limitations, and future research directions are also discussed. © 2013 Wiley Periodicals, Inc.

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References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields 1977Institutionalized Organizations: Formal Structure as Myth and Ceremony 2002Social Capital: Prospects for a New Concept 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.1983The Iron Caged Revisited : Institutional Isomorphism and Collective Rationality in Organizational Fields 1991Strategic Responses to Institutional Processes 1998SOCIAL CAPITAL AND VALUE CREATION: THE ROLE OF INTRAFIRM NETWORKS.

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