Front‐line managers as agents in the HRM‐performance causal chain: theory, analysis and evidence

John Purcell · Sue Hutchinson

925 citations0/0 files storedHuman Resource Management Journal

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Employee Performance and Management Job Satisfaction and Organizational Behavior Human Resource and Talent Management

Abstract

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.

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References

1979Review of Psychometric theory (2nd ed.).2000Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions 2004Understanding HRM-Firm Performance Linkages: The Role of the "Strength" of the HRM System 2002Perceived supervisor support: Contributions to perceived organizational support and employee retention.1999Flexibility Versus Efficiency? A Case Study of Model Changeovers in the Toyota Production System 2005Commonalities and contradictions in HRM and performance research 2016Strategy and Human Resource Management 2003Strategy and Human Resource Management

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