The Relationship Between Line Manager Behavior, Perceived HRM Practices, and Individual Performance: Examining the Mediating Role of Engagement

By Kerstin Alfes, C. Truss, Emma Soane, Chris Rees, M. Gatenby. 2013

417 citations recorded by the source corpus.

This article examines the role played by line managers in the link between HRM practices and individual performance outcomes. Drawing on social exchange theory, the authors test a mediated model linking perceived line manager behavior and perceived human resource management practices with employee engagement and individual performance. The study focuses on two self-report measures of individual performance; task performance and innovative work behavior. Two studies with a total of 1,796 participants were conducted in service-sector organizations in the United Kingdom and analyzed using structural equation modeling. The data reveal that perceived line manager behavior and perceived HRM practices are linked with employee engagement. In turn, employee engagement is strongly linked to individual performance and fully mediates the link between both perceived HRM practices and perceived line manager behavior and self-report task performance (study 1), as well as self-report innovative work behavior (study 2). The findings show the significance of the line manager in the HRM-performance link, and the mediating role played by employee engagement. © 2013 Wiley Periodicals, Inc.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/d20a0028995c6cd90f01ed987e04541f60f3a9f0

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. G. McLean
2. E. Marescaux
3. Pawinee Petchsawang
4. A. Bos‐Nehles
5. Juan Carlos Bou-Llusar
6. Inmaculada Beltrán‐Martín
7. J. de Leede
8. Sophie Anna De Winne

In Sociology and Political Science

1. E. Marescaux
2. Pawinee Petchsawang
3. A. Bos‐Nehles
4. Juan Carlos Bou-Llusar
5. Inmaculada Beltrán‐Martín
6. Sophie Anna De Winne
7. G. McLean

Citations in the corpus

• Workplace spirituality, mindfulness meditation, and work engagement (2017, methodology): “…Janneck 2012); LMX (Agarwal et al. 2011; Matta et al. 2015); authentic leadership and employee trust (Hsieh and Wang 2015); perceived line manager behavior and human resource management practices (Alfes et al. 2013); and ethics environment and organizational trust (Hough, Green and Plumlee, 2015).”
• Is coworker feedback more important than supervisor feedback for increasing innovative behavior? (2019, neutral): “Furthermore, because engaged employees tend to feel more spirited, they may complete their dayto-day tasks more quickly, which allows them additional time and resources to invest in innovative approaches to completing their work (Alfes et al., 2013).”
• 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).”