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

Purcell, John; Hutchinson, Sue

Abstract

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.

Citation

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(1), 3-20. https://doi.org/10.1111/j.1748-8583.2007.00022.x

• Journal Article Type: Article
• Publication Date: Jan 1, 2007
• Journal: Human Resource Management Journal
• Print ISSN: 1748-8583
• Electronic ISSN: 0954-5395
• Publisher: Wiley
• Peer Reviewed: Peer Reviewed
• Volume: 17
• Issue: 1
• Pages: 3-20
• DOI: https://doi.org/10.1111/j.1748-8583.2007.00022.x
• Keywords: front line managers, HRM performance causal chain
• Public URL: https://uwe-repository.worktribe.com/output/1030432
• Publisher URL: http://dx.doi.org/10.1111/j.1748-8583.2007.00022.x