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Front‐line managers as agents in the HRM‐performance causal chain: theory, analysis and evidence
904
Citations
26
References
2006
Year
Total Quality ManagementInternational Human Resource ManagementStrategic Human ResourcesEducationHuman Resource ManagementHuman Resource Management TrainingOrganizational BehaviorPerformance ManagementHospitality Human ResourcesEmployee AttitudeManagement DevelopmentManagementFront‐line ManagersManagerial CapabilityHuman Resource DevelopmentWork AttitudeEmployee LearningManagerial AspectStrategic ManagementPerformance StudiesOrganizational CommunicationHr PracticesEmployee SurveyBusinessEthical LeadershipHrm‐performance Causal ChainPeople Management
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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