5,850
Views
23
CrossRef citations to date
0
Altmetric
Original Articles

HRM implementation by line managers: explaining the discrepancy in HR-line perceptions of HR devolution

, &

References

  • Allen, D. G., Shore, L. M., & Griffeth, R. W. (2013). The role of perceived organisational support and supportive human resource practices in the turnover process. Journal of Management, 29, 99–118.
  • Baldwin, J. N. (1990). Perceptions of public versus private sector personnel and informal red tape: Their impact on motivation. The American Review of Public Administration, 20, 7–28.10.1177/027507409002000102
  • Baldwin, S. (2007). Customer views of the HR function: A literature review. Brighton: Institute for Employment Studies.
  • Bergkvist, L., & Rossiter, J. R. (2007). The predictive validity of multiple-item versus single-item measures of the same constructs. Journal of Marketing Research, 44, 175–184. Lead article.10.1509/jmkr.44.2.175
  • Bos-Nehles, A. (2010). The line makes the difference: Line managers as effective HR partners ( Doctoral thesis). Universiteit Twente, Enschede, The Netherlands.
  • Bos-Nehles, A., van Riemsdijk, M., & Looise, J. K. (2011). Lijnmanagement verantwoordelijk voor HR-implementatie: een uitdaging voor HRM. Tijdschrift voor HRM, 3, 32–45.
  • Boyne, G. A. (2002). Public and private management: What’s the difference? Journal of Management Studies, 39, 97–122.10.1111/1467-6486.00284
  • Bozeman, B. (1993). A theory of government “red tape”. Journal of Public Administration Research and Theory: J-PART, 3, 273–303.
  • Breen, R. (1996). Regression models: Censored, sample selected, or truncated data. Thousand Oaks, CA: Sage.
  • Brewster, C., & Larsen, H. H. (Eds.). (2000). Human resource management in Northern Europe: Trends, dilemmas and strategy. Oxford: Blackwell.
  • Brewster, C., & Söderström, M. (1994). Human resourced and line management. In C. Brewster & A. Hegewisch (Eds.), Policy and practice in European human resource management – The price waterhouse cranfield survey (pp. 51–67). London: Routledge.
  • Budhwar, P. S. (2000). Strategic integration and devolvement of human resource management in the UK manufacturing sector. British Journal of Management, 11, 285–302.10.1111/bjom.2000.11.issue-4
  • Chen, Y.-P., Hsu, Y.-S., & Yip, F. W.-K. (2011). Friends or rivals: Comparative perceptions of human resource and line managers on perceived future firm performance. The International Journal of Human Resource Management, 22, 1703–1722.10.1080/09585192.2011.565661
  • Cunningham, I., & Hyman, J. (1995). Transforming the HRM vision into reality. Employee Relations, 17, 5–20.10.1108/01425459510103451
  • Currie, G., & Procter, S. (2001). Exploring the relationship between HR and middle managers. Human Resource Management Journal, 11, 53–69.10.1111/hrmj.2001.11.issue-3
  • Dalton, M. (1950). Conflicts between staff and line managerial officers. American Sociological Review, 15, 342–351.10.2307/2087175
  • Den Hartog, D., Boon, C., Verburg, R. M., & Croon, M. A. (2013). HRM, communication, satisfaction, and perceived performance: A cross-level test. Journal of Management, 39, 1637–1665.10.1177/0149206312440118
  • Eisenberger, R., Fasolo, P., & Davis-LaMastro, V. (1990). Perceived organizational support and employee diligence, commitment, and innovation. Journal of Applied Psychology, 75, 51–59.10.1037/0021-9010.75.1.51
  • Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71, 500–507.10.1037/0021-9010.71.3.500
  • Feeney, M. K., & Rainey, H. G. (2009). Personnel flexibility and red tape in public and nonprofit organizations: Distinctions due to institutional and political accountability. Journal of Public Administration Research and Theory, 20, 801–826.
  • Gardner, D. G., Cummings, L. L., Dunham, R. B., & Pierce, J. L. (1998). Single-item versus multiple-item measurement scales: An empirical comparison. Educational and Psychological Measurement, 58, 898–915.10.1177/0013164498058006003
  • Gennard, J., & Kelly, J. (1997). The unimportance of labels: The diffusion of the personnel/HRM function. Industrial Relations Journal, 28, 27–42.10.1111/irj.1997.28.issue-1
  • Gerring, J. (2004). What is a case study and what is it good for? The American Political Science Review, 98, 341–354.
  • Gilbert, C. (2012). HRM on the line: Empirical studies on the prerequisites and importance of effective HRM implementation ( Doctoral thesis). Faculteit Economie en Bedrijfswetenschappen, KU Leuven, Leuven, Belgium.
  • Gilbert, C., De Winne, S., & Sels, L. (2011). Antecedents of front-line managers’ perceptions of HR role stressors. Personnel Review, 40, 549–569.
  • Greene, W. H. (1997). Econometric analysis (3rd ed.). Upper Saddle River, NJ: Prentice Hall.
  • Guest, D., & Bos-Nehles, A. (2013). HRM and performance: The role of effective implementation. In D. E. Guest, J. Paauwe, & P. Wright (Eds.), HRM and performance: Achievements and challenges (pp. 79–96). Chichester: Wiley.
  • Hall, L., & Torrington, D. (1998). Letting go or holding on – The devolution of operational personnel activities. Human Resource Management Journal, 8, 41–55.10.1111/hrmj.1998.8.issue-1
  • Harris, L., Doughty, D., & Kirk, S. (2002). The devolution of HR responsibilities – Perspectives from the UK’s public sector. Journal of European Industrial Training, 26, 218–229.10.1108/03090590210424894
  • Hope-Hailey, V., Gratton, L., McGovern, P., Stiles, P., & Truss, C. (1997). A chameleon function? HRM in the ‘90s. Human Resource Management Journal, 7, 5–18.10.1111/j.1748-8583.1997.tb00421.x
  • House, J. S. (1981). Work stress and social support. Reading, MA: Addison-Wesley.
  • Hutchinson, S., & Purcell, J. (2003). Bringing policies to life: The vital role of front line managers in people management. London: Chartered Institute for Personnel and Development.
  • Hutchinson, S., & Wood, S. (1995). The UK experience. In S. Hutchinson & C. Brewster (Eds.), Personnel and the line: Developing the new relationship. Wimbledon: IPM.
  • Joiner, T. A. (2007). Total quality management and performance: The role of organization support and co-worker support. International Journal of Quality & Reliability Management, 24, 617–627.
  • Kahn, R. L., Wolfe, D. M., Quinn, R. P., Snoek, J. D., & Rosenthal, R. A. (1964). Organizational stress: Studies in role conflict and ambiguity. New York, NY: Wiley.
  • Khilji, S. E., & Wang, X. (2006). ‘Intended’ and ‘implemented’ HRM: The missing linchpin in strategic human resource management research. The International Journal of Human Resource Management, 17, 1171–1189.10.1080/09585190600756384
  • Kulik, C. T., & Bainbridge, H. T. J. (2006). HR and the line: The distribution of HR activities in Australian organisations. Asia Pacific Journal of Human Resources, 44, 240–256.10.1177/1038411106066399
  • Maxwell, G. A., & Watson, S. (2006). Perspectives on line managers in human resource management: Hilton international’s UK hotels. The International Journal of Human Resource Management, 17, 1152–1170.10.1080/09585190600697638
  • Mayer, R. C., & Davis, J. H. (1999). The effect of the performance appraisal system on trust for management: A field quasi-experiment. Journal of Applied Psychology, 84, 123–136.10.1037/0021-9010.84.1.123
  • McConville, T. (2006). Devolved HRM responsibilities, middle-managers and role dissonance. Personnel Review, 35, 637–653.
  • McDonald, J. F., & Moffitt, R. A. (1980). The uses of Tobit analysis. The Review of Economics and Statistics, 62, 318–321.10.2307/1924766
  • McGovern, P., Gratton, L., & Hope-Hailey, V. (1997). Human resource management on the line? Human Resource Management Journal, 7, 12–29.10.1111/hrmj.1997.7.issue-4
  • McGuire, F., McGuire, D., & Sanderson, M. (2011). Between a rock and a hard place: An exploration of line manager partnership working with trade unions and the HR function. University Forum for Human Resource Development. Retrieved from http://www.ufhrd.co.uk/wordpress/mcguire-f-mcguire-d-and-sanderson-m-between-a-rock-and-a-hard-place-an-exploration-of-line-manager-partnership-working-with-trade-unions-and-the-hr-function/
  • Moorman, C., Zaltman, G., & Deshpande, R. (1992). Relationships between providers and users of market research: The dynamics of trust within and between organizations. Journal of Marketing Research, 29, 314–328.10.2307/3172742
  • Muchinsky, P. M., & Morrow, P. C. (1980). A multidisciplinary model of voluntary employee turnover. Journal of Vocational Behavior, 17, 263–290.10.1016/0001-8791(80)90022-6
  • Oomsels, P., & Bouckaert, G. (2012, April 11–13). Managing trust in public organisations: A consolidated approach and its contradictions. XVI IRSPM Conference. International Research Society for Public Management, Rome, Italy. 26 p.
  • Paarlberg, L. E., Perry, J. L., & Hondeghem, A. (2008). From theory to practice: Strategies for applying public service motivation. In A. Hondeghem & J. L. Perry (Eds.), Motivation in public management: The call of public service (pp. 268–293). Oxford: Oxford University Press.
  • Papalexandris, N., & Panayotopoulou, L. (2005). Exploring the partnership between line managers and HRM in Greece. Journal of European Industrial Training, 29, 281–291.10.1108/03090590510597133
  • Pearce, J. L., & Gregersen, H. B. (1991). Task interdependence and extrarole behavior: A test of the mediating effects of felt responsibility. Journal of Applied Psychology, 76, 838–844.10.1037/0021-9010.76.6.838
  • Perry, E. L., & Kulik, C. T. (2008). The devolution of HR to the line: Implications for perceptions of people management effectiveness. The International Journal of Human Resource Management, 19, 262–273.10.1080/09585190701799838
  • Poole, M., & Jenkins, G. (1997). Responsibilities for human resource management practices in the modern enterprise. Personnel Review, 26, 333–356.10.1108/00483489710176039
  • Power, J. R., Milner, B., & Garavan, T. (2008, September 3–5). Illuminating the relationship between line managers and HR professionsals a social exchange perspective. IAM Conference, Dublin.
  • Purcell, J., & Hutchinson, S. (2007). Front-line managers as agents in the HRM performance causal chain: Theory, analysis and evidence. Human Resource Management Journal, 17, 3–20.10.1111/hrmj.2007.17.issue-1
  • Rainey, H. G., Pandey, S., & Bozeman, B. (1995). Research note: Public and private managers’ perceptions of red tape. Public Administration Review, 55, 567–574.10.2307/3110348
  • Renwick, D. (2000). HR-line work relations: A review, pilot case and research agenda. Employee Relations, 22, 179–201.10.1108/01425450010320805
  • Renwick, D. (2003). Line manager involvement in HRM: An inside view. Employee Relations, 25, 262–280.10.1108/01425450310475856
  • Roncek, D. W. (1992). Learning more from Tobit coefficients: Extending a comparative analysis of political protest. American Sociological Review, 57, 503–507.10.2307/2096097
  • Schuler, R., & Huselid, M. (1997). HR strategy in the United States – Examples of key issues identification and execution. In S. Tyson (Ed.), The Practice of Human Resource Strategy (pp. 174–203). London: Pitman.
  • Schyns, B., & von Collani, G. (2002). A new occupational self-efficacy scale and its relation to personality constructs and organizational variables. European Journal of Work and Organizational Psychology, 11, 219–241.10.1080/13594320244000148
  • Shadur, M. A., Kienzle, R., & Rodwell, J. J. (1999). The relationship between organizational climate and employee perceptions of involvement: The importance of support. Group & Organization Management, 24, 479–503.
  • Shumaker, S. A., & Brownell, A. (1984). Toward a theory of social support: Closing conceptual gaps. Journal of Social Issues, 40, 11–36.10.1111/josi.1984.40.issue-4
  • Tsui, A. S. (1984). A role set analysis of managerial reputation. Organizational Behavior and Human Performance, 34, 64–96.10.1016/0030-5073(84)90037-0
  • Tsui, A. S. (1987). Defining the activities and effectiveness of the human resource department: A multiple constituency approach. Human Resource Management, 26, 35–69.10.1002/(ISSN)1099-050X
  • Whittaker, S., & Marchington, M. (2003). Devolving HR responsibility to the line. Employee Relations, 25, 245–261.10.1108/01425450310475847
  • Wright, P. M., McMahan, G. C., Snell, S. A., & Gerhart, B. (2001). Comparing line and HR executives’ perceptions of HR effectiveness: Services, roles, and contributions. Human Resource Management, 40, 111–123.10.1002/(ISSN)1099-050X
  • Zhou, J., & George, J. M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of Management Journal, 44, 682–696.10.2307/3069410

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.