NDLI: Hrm and Performance Linkage: the Role of Line Managers

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Hrm and Performance Linkage: the Role of Line Managers

Content Provider	Semantic Scholar
Author	Savaneviciene, Asta Stankevičiūtė, Zivile
Copyright Year	2012
Abstract	Assuming that HRM serves as a value creation function and despite the great research interest in HRM and performance linkage issue, there is still disputes concerning HRM nature, performance outcomes and the causal path involved in the linkage between two constructs. The paper proposes an answer to the question - how HRM practices can influence organizational performance. The approach of impact is based on role of line managers by delivering HRM practices. Acknowledging that there is the gap between what is formally determined and what is actually delivered, the role of line managers as essential intermediaries in shaping HRM practices and performance are revealed. Besides, the paper presents empirical research showing how the employee perceive the activities of line managers and indicating that the role of line managers in delivering practices has a positive relations with HRM practices and two affective human resource reactions: organizational commitment and job satisfaction. DOI: http://dx.doi.org/10.5755/j01.em.17.1.2294
Starting Page	390
Ending Page	396
Page Count	7
File Format	PDF HTM / HTML
DOI	10.5755/j01.em.17.1.2294
Volume Number	17
Alternate Webpage(s)	http://www.ecoman.ktu.lt/index.php/Ekv/article/download/2294/1774
Alternate Webpage(s)	https://doi.org/10.5755/j01.em.17.1.2294
Language	English
Access Restriction	Open
Content Type	Text
Resource Type	Article

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