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

By J. Purcell, S. Hutchinson. 2007

1,010 citations recorded by the source corpus.

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. © 2007 The Authors.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/17a3b0694feba133f243a9aa1b1eef26f368e7b6

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Antecedents and Employee Outcomes of Line Managers' Perceptions of Enabling HR Practices (2014, methodology): “Purcell and Hutchinson (2007) refer to the importance of ‘people management’ (p. 3); that is, leadership behaviour coupled with the application of HR practices.”
Managing the academic talent void: Investigating factors in academic turnover and retention in South Africa (2014, background): “In addition, performance and behaviour could be due to employees’ perception of how their direct line managers implement HR practices and policies (Purcell & Hutchinson, 2007).”
Linking rewards to commitment: an empirical investigation of four UK call centres (2007, methodology): “However, research by Purcell and his colleagues (see Purcell and Hutchinson, 2007 ; Purcell et al.”
Employee work–life balance outcomes in Ireland: a multilevel investigation of supervisory support and perceived organizational support (2013, background): “WLB programmes are one set of HRM practices that are formally designed at the organizational level, usually by HR managers, and implemented and managed with the input of supervisors at the employee level (McConville and Holden 1999 ; Allen 2001 ; Purcell and Hutchinson 2007 ; Parris, Vickers and ”
Measuring the impact of HRM on organizational performance (2008, background): “…is that HRM policies encompasses mediating changes in employees’ abilities, motivations, and opportunities to participate that positively influence organisational performance, illuminating thus the “black box” in the HRM-performance relationship (Boselie et al., 2005; Purcell & Hutchinson, 2007).”
Does Leadership Style Make a Difference? Linking HRM, Job Satisfaction, and Organizational Performance (2014, background): “In general, in the HRM literature is stated that the HR practices perceived or experienced by employees will be those enacted by their supervisors (Bowen & Ostroff, 2004; Paauwe, 2009; Purcell & Hutchinson, 2007; Wright, Gardner, Moynihan, & Allen, 2005).”
The influence of line managers and HR department on employees' affective commitment (2011, positive): “According to Purcell and his colleagues (Purcell, Kinnie, Hutchinson, Rayton and Swart 2003; Purcell and Hutchinson 2007; Purcell and Kinnie 2007), the HRM role of line managers consists of a management component and a leadership component.”
Developmental HRM, employee well-being and performance: the moderating role of developing leadership (2019, background): “In doing so, we also add to the limited number of existing studies focusing solely on HRM or leadership, or studies including both, but not studying their simultaneous impact on well-being (e.g., Purcell and Hutchinson, 2007; Alfes et al., 2013).”
The turn to employees in the measurement of human resource practices: A critical review and proposed way forward (2019, background): “Differences that can occur between HR policies and HR practices due to differences in the implementation by first‐line supervisors thus affect how managerial and employee reports are interrelated (Purcell & Hutchinson, 2007).”
Organisational and psychological empowerment in the HRM‐performance linkage (2011, background): “…HRM-performance linkage findings, where varying HRM practices were revealed to be positively associated with job satisfaction (Hoque, 1999; Macky and Boxall, 2007) and organisational commitment (Wright et al., 2003; Kinnie et al., 2005; Clinton and Guest, 2007; Purcell and Hutchinson, 2007).”