Embedding reciprocity in human resource management: A social exchange theory of the role of frontline managers
This article focuses on frontline managers (FLM) who, until recently, have been neglected as key actors in the implemen tation of human resource management policies and subse quent employee performance outcomes. This research finds that FLMs are not a homogenous entity who act as robotic confo...
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| Tác giả chính: | , , |
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| Định dạng: | Bài trích |
| Ngôn ngữ: | English |
| Thông tin xuất bản: |
John Wiley & Sons Ltd
2023
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| Chủ đề: | |
| Truy cập trực tuyến: | https://thuvienso.hoasen.edu.vn/handle/123456789/14637 |
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| Tóm tắt: | This article focuses on frontline managers (FLM) who, until
recently, have been neglected as key actors in the implemen tation of human resource management policies and subse quent employee performance outcomes. This research finds
that FLMs are not a homogenous entity who act as robotic
conformists, but rather evolve and become important
agents shaping organisational performance outcomes and
worker effort. The article extends social exchange theory to
present a ‘zone of reciprocity’ that refines understanding of
the causal chain between different FLM styles, HR policy
and employee performance outcomes of organisational citi zenship behaviour and commitment. The data are survey
responses from 613 employees who all work and report
to specific FLM in a single medical device multi-divisional
organisation. The article offers new theory development as
well as implications for practitioners interested in FLM and
the HR performance causal chain |
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