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HR and the line: The distribution of HR activities in Australian organisations
12 references·16 citing·44 second hop
HR and the line: The distribution of HR activities in Australian organisations (2006)HR and the line: The distribution of HR a…Line manager involvement in HRM: an inside view (2003)Line manager involvement in H…Line management responsibility for HRM: what is happening in Europe? (2003)Line management responsibilit…HR as a Strategic Partner: What Does It Take to Make It Happen? (2003)HR as a Strategic Partner: Wh…Devolving HR responsibility to the line (2003)Devolving HR responsibility t…The devolution of HR responsibilities – perspectives from the UK’s public sector (2002)The devolution of HR responsi…Exploring the relationship between HR and middle managers (2001)Exploring the relationship be…Comparing Line and HR Executives' Perceptions of HR Effectiveness: Services, Roles, and Contributions (2001)Comparing Line and HR Executi…The filling in the sandwich: HRM and middle managers in the health sector (1999)The filling in the sandwich: …Letting go or holding on ‐ the devolution of operational personnel activities (1998)Letting go or holding on ‐ th…A new mandate for human resources. (1998)A new mandate for human resou…Transforming the HRM vision into reality (1995)Transforming the HRM vision i…HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS[1] (1987)HUMAN RESOURCE MANAGEMENT AND…Empirical studies of the “similarity leads to attraction” hypothesis in workplace interactions: a systematic review (2023)Empirical studies of the “sim…The road taken and the path forward for HR devolution research: An evolutionary review (2021)The road taken and the path f…The “HR–line‐connecting HRM system” and its effects on employee turnover (2018)The “HR–line‐connecting HRM s…How Do High-Performance Work Systems Affect Individual Outcomes: A Multilevel Perspective (2018)How Do High-Performance Work …Does anonymising job applications reduce gender bias? (2018)Does anonymising job applicat…Protecting expatriates in hostile environments: institutional forces influencing the safety and security practices of internationally active organisations (2017)Protecting expatriates in hos…O Partner, Where Art Thou? A critical discursive analysis of HR managers’ struggle for legitimacy (2017)O Partner, Where Art Thou? A …HRM implementation by line managers: explaining the discrepancy in HR-line perceptions of HR devolution (2015)HRM implementation by line ma…Devolving people management to the line (2015)Devolving people management t…Strategic HRM and devolving HR to the line: Cochlear during the shift to lean manufacturing (2014)Strategic HRM and devolving H…Role of line managers in human resource management: empirical evidence from India (2014)Role of line managers in huma…HR Professional Role Tensions: Perceptions and Responses of the Top Management Team (2013)HR Professional Role Tensions…First‐Line Managers' HR Involvement and HR Effectiveness: The Case of South Korea (2013)First‐Line Managers' HR Invol…Employee perceptions of management relations as influences on job satisfaction and quit intentions (2012)Employee perceptions of manag…HR-line management relations: characteristics and effects (2011)HR-line management relations:…Irreconcilable differences? Strategic human resource management and employee well-being (2009)Irreconcilable differences? S…Case Study Research: Design and Methods (1984)Human Resource Management: A Critical Text (1994)Analysing the ‘Black Box’ of HRM: Uncovering HR Goals, Mediators, and Outcomes in a Standardized Service Environment (2010)Work-life balance policy and practice: Understanding line manager attitudes and behaviors (2010)Performance management effectiveness: lessons from world-leading firms (2011)Collecting and Interpreting Qualitative Materials (2012)THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. (1995)MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT: TESTS OF UNIVERSALISTIC, CONTINGENCY, AND CONFIGURATIONS. PERFORMANCE PREDICTIONS. (1996)WORK CONTEXT AND THE DEFINITION OF SELF: HOW ORGANIZATIONAL CARE INFLUENCES ORGANIZATION-BASED SELF-ESTEEM. (2002)Validating the human resource system structure: A levels-based strategic HRM approach (2007)The Practice of Management (2012)Employee perceptions of HR practices: A critical review and future directions (2019)Human Resource Management: Rhetorics and Realities (1995)Case Study Research (2004)The devolution of HR to the line: Implications for perceptions of people management effectiveness (2008)Singing the same song: translating HRM messages across management hierarchies in Australian hospitals (2010)Strategic human resource practice implementation: The critical role of line management (2014)WHAT DO MANAGERS DO? A CRITICAL REVIEW OF THE EVIDENCE (1986)Developments in the Management of Human Resources (1988)NEW DEVELOPMENTS IN EMPLOYEE INVOLVEMENT (1991)Employee work–life balance outcomes in Ireland: a multilevel investigation of supervisory support and perceived organizational support (2012)Meditation Awareness Training (MAT) for Work-related Wellbeing and Job Performance: A Randomised Controlled Trial (2014)When Giants Learn to Dance (1989)Age effects on the employability–career success relationship (2009)The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda (2013)When good HR gets bad results: exploring the challenge of HR implementation in the case of workplace bullying (2013)New Patterns of Management. (1962)Of strategies, deliberate and emergent (1985)The New Public Management in Action (1996)Mind the Intended‐Implemented Gap: Understanding Employees’ Perceptions of HRM (2014)Human Resource Management (1995)Aesthetic Labour in Interactive Service Work: Some Case Study Evidence from the ‘New’ Glasgow (2000)HOW SUPERVISORS INFLUENCE PERFORMANCE: A MULTILEVEL STUDY OF COACHING AND GROUP MANAGEMENT IN TECHNOLOGY‐MEDIATED SERVICES (2010)A theory of human motivation. (1943)Employee-Organization Linkages: The Psychology of Commitment, Absenteeism, and Turnover. (1984)The Fair Wage-Effort Hypothesis and Unemployment (1990)A competence‐based and multidimensional operationalization and measurement of employability (2006)Human resource management and performance: still searching for some answers (2011)Human Resources Management: Some New Directions (1999)Managing human resources toward achieving knowledge management (2002)Change process: a key enabler for building resilient SMEs (2011)The use and impact of human resource information systems on human resource management professionals (2006)Reinventing human resource management: Business partners, internal consultants and the limits to professionalization (2008)An examination of e-HRM as a means to increase the value of the HR function (2011)
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References

  • 1987HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS[1]1,352 cited
  • 1998A new mandate for human resources.722 cited
  • 2003HR as a Strategic Partner: What Does It Take to Make It Happen?295 cited
  • 2001Comparing Line and HR Executives' Perceptions of HR Effectiveness: Services, Roles, and Contributions276 cited
  • 2003Devolving HR responsibility to the line271 cited
  • 2003Line management responsibility for HRM: what is happening in Europe?253 cited
  • 2003Line manager involvement in HRM: an inside view248 cited
  • 2001Exploring the relationship between HR and middle managers181 cited
  • 1998Letting go or holding on ‐ the devolution of operational personnel activities180 cited
  • 1999The filling in the sandwich: HRM and middle managers in the health sector130 cited
  • 1995Transforming the HRM vision into reality107 cited
  • 2002The devolution of HR responsibilities – perspectives from the UK’s public sector95 cited

Cited by

  • 2018How Do High-Performance Work Systems Affect Individual Outcomes: A Multilevel Perspective72 cited
  • 2011HR-line management relations: characteristics and effects64 cited
  • 2013HR Professional Role Tensions: Perceptions and Responses of the Top Management Team

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62 cited
  • 2013First‐Line Managers' HR Involvement and HR Effectiveness: The Case of South Korea55 cited
  • 2009Irreconcilable differences? Strategic human resource management and employee well-being54 cited
  • 2015HRM implementation by line managers: explaining the discrepancy in HR-line perceptions of HR devolution53 cited
  • 2012Employee perceptions of management relations as influences on job satisfaction and quit intentions50 cited
  • 2017O Partner, Where Art Thou? A critical discursive analysis of HR managers’ struggle for legitimacy48 cited
  • 2018The “HR–line‐connecting HRM system” and its effects on employee turnover47 cited
  • 2015Devolving people management to the line42 cited
  • 2023Empirical studies of the “similarity leads to attraction” hypothesis in workplace interactions: a systematic review37 cited
  • 2014Role of line managers in human resource management: empirical evidence from India36 cited
  • 2021The road taken and the path forward for HR devolution research: An evolutionary review34 cited
  • 2017Protecting expatriates in hostile environments: institutional forces influencing the safety and security practices of internationally active organisations31 cited
  • 2018Does anonymising job applications reduce gender bias?27 cited
  • 2014Strategic HRM and devolving HR to the line: Cochlear during the shift to lean manufacturing25 cited