The framework of first-line manager's HR role identity: A Multi-actor HR involvement perspective

Kou, Xuan; Kurdi-Nakra, Hussein; Pak, Jongwook

doi:10.1016/j.hrmr.2022.100898

Cited by 14 publications

(11 citation statements)

References 141 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…First, future research may consider other key HR actors (e.g., the top management team and the HR department) in explicating the emergence of HPWS at the within‐organisation levels (Bos‐Nehles et al., 2021). In the HPWS literature, there is a paucity of research regarding how FLMs and other HR actors interact to shape the local climate strength (i.e., group‐level HPWS) and influence subsequent outcomes (Kou et al., 2022). Given the crucial roles of senior executives and the HR department, investigating actor dynamics could provide valuable insight into how organisations can ensure the effective implementation of adopted HR practices.…”

Section: Discussionmentioning

confidence: 99%

“…First, future research may consider other key HR actors (e.g., the top management team and the HR department) in explicating the emergence of HPWS at the within-organisation levels (Bos-Nehles et al, 2021). In the HPWS literature, there is a paucity of research regarding how FLMs and other HR actors interact to shape the local climate strength (i.e., group-level HPWS) and influence subsequent outcomes (Kou et al, 2022).…”

Section: Limitations and Future Research Directionsmentioning

confidence: 99%

“…More importantly, it places interactive effects among the three at the centre of inquiry mainly for two reasons. On the one hand, an accumulated body of research indicates that FLMs' HR‐related knowledge, motivation, and implementation climate, when considered separately, positively affect their involvement in HR roles; however, the interplay among them has been found at best inconclusive (Kou et al., 2022; Kurdi‐Nakra et al., 2022). For instance, it was reported that FLMs' ability is a strong indicator of FLM's HR involvement, whereas their level of motivation does not improve the impact of ability (Bos‐Nehles et al., 2013).…”

Section: Introductionmentioning

confidence: 99%

“…Regarding the latter, this study characterises climate for HR implementation (Kou et al., 2022). According to Schneider and Bowen (1995), climate in the management research indicates the messages being communicated to organisational members about what is deemed appropriate and desired.…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Capturing variability of high‐performance work systems within organisations: The role of team manager's person‐HRM fit and climate for HR implementation and subsequent implementation behaviour

Pak

2022

Human Res Mgmt Journal

View full text Add to dashboard Cite

Despite the accumulated knowledge of how high-performance work systems (HPWS) at the within-organisation levels function, the literature suffers a paucity of attempts to capture the sources of variability. Meanwhile, research on line managers' HR implementation has excessively emphasised their HR-related competencies. At this juncture, this study establishes the interactive effects of team manager's value and ability fit with espoused HR practices under the varying strength of climate for HR implementation. It proposes such dynamics as antecedents to actual HPWS in the organisation. The analyses demonstrated that team managers' value fit consistently impacts implementation behaviours, and their ability fit takes effect when it is accompanied by a high level of value fit. Most conspicuously, climate for HR implementation was found to substitute for effects of person-HRM fit dimensions. Hence, the study articulates further what drives team managers' HR involvement, thereby unravelling intricacies inside the black box of the HPWS-performance relationship.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Limitations and Future Research Directionsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Capturing variability of high‐performance work systems within organisations: The role of team manager's person‐HRM fit and climate for HR implementation and subsequent implementation behaviour

Pak

2022

Human Res Mgmt Journal

View full text Add to dashboard Cite

show abstract

“…In their more recent literature reviews, Kurdi-Nakra et al (2022) and Townsend et al (2022) elaborate on the various research attempts that were made over time to further clarify the role of the FLM in the HR landscape. However, we sensed that in these inquiries, although they often adapt a multiactor perspective, overstep a systematic, in-depth analysis of the content and differences in role expectation (e.g., Blayney et al, 2020;Tyskbo, 2020;Kou et al, 2022).…”

Section: Literature Reviewmentioning

confidence: 99%

“Expecting the unexpected?” Uncovering role expectation differences in a Dutch hospital

2022

View full text Add to dashboard Cite

The aim of this study was to empirically investigate differences in role expectations, among the stakeholders involved, about the devolved personnel management role of front-line managers (FLMs). In particular, we researched the role expectation differences between FLMs, their middle managers, and Human Resource (HR) practitioners. In total, nineteen semi-structured interviews have been conducted involving eleven FLMs, eight middle managers, and two HR practitioners working at the same Dutch hospital. Most discovered role expectation differences were related to how FLMs should execute their HR tasks (i.e., process ambiguity). FLMs were often uncertain if their role enactment met those of their middle managers and/or HR practitioners, herewith indicating role stress. Our findings underline the importance of paying attention to role expectations’ differences in aligning components of the HRM-performance relationship. Future research could include the role expectations of other important stakeholders, such as: subordinates and top management. The outcomes of this empirical work are translated into four interventions to diminish FLMs’ role stress.

show abstract

Exploring the socio‐political dynamics of front‐line managers’ HR involvement: A qualitative approach

Kurdi-Nakra

Pak

2022

Human Resource Management

Self Cite

View full text Add to dashboard Cite

Moving beyond the extant HR implementation research that has often viewed the implementation decisions primarily as front-line managers' (FLMs) prerogative, this article explores interactive processes involving three key actors: HR managers, senior managers, and FLMs. Drawing on a political lens, the authors find that the way in which FLMs enact HR practices depends on the relative power of the enforcing actors (i.e., HR managers) and the endorsing actors (i.e., senior managers). The study findings reveal that while the enforcers employ a range of influence tactics (e.g., legitimization, pressure, rational persuasion, and consultation) to facilitate strict HR enactment, the endorsers use counter-influence tactics (e.g., legitimization, assertiveness, and inspirational appeal) in support of deviant HR implementation behaviors. Carefully navigating both sides' influence tactics in light of past involvement experiences, FLMs choose subsequent implementation behaviors accordingly. The research has devoted relatively little attention to relational dynamics

show abstract

The framework of first-line manager's HR role identity: A Multi-actor HR involvement perspective

Cited by 14 publications

References 141 publications

Capturing variability of high‐performance work systems within organisations: The role of team manager's person‐HRM fit and climate for HR implementation and subsequent implementation behaviour

Capturing variability of high‐performance work systems within organisations: The role of team manager's person‐HRM fit and climate for HR implementation and subsequent implementation behaviour

“Expecting the unexpected?” Uncovering role expectation differences in a Dutch hospital

Exploring the socio‐political dynamics of front‐line managers’ HR involvement: A qualitative approach

Contact Info

Product

Resources

About