Explaining effective HRM implementation: A middle versus first-line management perspective

Sophie Op de Beeck, Jan Wynen, Annie Hondeghem

Research output: Contribution to journalArticleScientificpeer-review

Abstract

In this article, we explore one of the key underlying mechanisms that mediates the human resource management (HRM)–performance link, namely, the (effective) HRM implementation by line managers. In particular, the purpose of our study is to compare middle and first-line managers’ experiences of their human resource (HR) role and the factors explaining effective HRM implementation at each managerial level. By employing survey data of two Belgian federal government organizations, we examine the effect of a number of organizational, individual and interpersonal factors on the effectiveness of line managers in HRM implementation. Results indicate that both middle and first-line managers’ HRM implementation effectiveness is related to organizational support, autonomous motivation, and coworker support. For the group of first-line managers, specifically, age and local office position are important in the execution of their HR tasks. For the group of middle managers, however, personnel red tape, length of service, and supervisory experience contribute to their HRM implementation effectiveness. As a result, an organization’s HR department can create the internal organizational conditions necessary to facilitate successful HRM implementation by the line. At the same time, it is worth adapting the approach according to the different managerial levels.
Original languageEnglish
Pages (from-to)144-174
JournalPublic Personnel Management
Volume47
Issue number2
DOIs
Publication statusPublished - Jun 2018

Fingerprint

Human resource management
human resource management
Managers
manager
management
human resources
Personnel
length of service
co-worker
Belgian
Line management
Federal Government
Tapes
personnel
experience
Group
Line managers

Keywords

  • line management
  • HRM implementation effectiveness
  • middle managers
  • first-line managers
  • HR devolution
  • strategic HRM

Cite this

@article{6227b2d00b054afe956c934ed3f15b3b,
title = "Explaining effective HRM implementation: A middle versus first-line management perspective",
abstract = "In this article, we explore one of the key underlying mechanisms that mediates the human resource management (HRM)–performance link, namely, the (effective) HRM implementation by line managers. In particular, the purpose of our study is to compare middle and first-line managers’ experiences of their human resource (HR) role and the factors explaining effective HRM implementation at each managerial level. By employing survey data of two Belgian federal government organizations, we examine the effect of a number of organizational, individual and interpersonal factors on the effectiveness of line managers in HRM implementation. Results indicate that both middle and first-line managers’ HRM implementation effectiveness is related to organizational support, autonomous motivation, and coworker support. For the group of first-line managers, specifically, age and local office position are important in the execution of their HR tasks. For the group of middle managers, however, personnel red tape, length of service, and supervisory experience contribute to their HRM implementation effectiveness. As a result, an organization’s HR department can create the internal organizational conditions necessary to facilitate successful HRM implementation by the line. At the same time, it is worth adapting the approach according to the different managerial levels.",
keywords = "line management, HRM implementation effectiveness, middle managers, first-line managers, HR devolution, strategic HRM",
author = "{Op de Beeck}, Sophie and Jan Wynen and Annie Hondeghem",
year = "2018",
month = "6",
doi = "10.1177/0091026018760931",
language = "English",
volume = "47",
pages = "144--174",
journal = "Public Personnel Management",
issn = "0091-0260",
publisher = "Sage Publications, Inc.",
number = "2",

}

Explaining effective HRM implementation : A middle versus first-line management perspective. / Op de Beeck, Sophie; Wynen, Jan; Hondeghem, Annie.

In: Public Personnel Management, Vol. 47, No. 2, 06.2018, p. 144-174.

Research output: Contribution to journalArticleScientificpeer-review

TY - JOUR

T1 - Explaining effective HRM implementation

T2 - A middle versus first-line management perspective

AU - Op de Beeck, Sophie

AU - Wynen, Jan

AU - Hondeghem, Annie

PY - 2018/6

Y1 - 2018/6

N2 - In this article, we explore one of the key underlying mechanisms that mediates the human resource management (HRM)–performance link, namely, the (effective) HRM implementation by line managers. In particular, the purpose of our study is to compare middle and first-line managers’ experiences of their human resource (HR) role and the factors explaining effective HRM implementation at each managerial level. By employing survey data of two Belgian federal government organizations, we examine the effect of a number of organizational, individual and interpersonal factors on the effectiveness of line managers in HRM implementation. Results indicate that both middle and first-line managers’ HRM implementation effectiveness is related to organizational support, autonomous motivation, and coworker support. For the group of first-line managers, specifically, age and local office position are important in the execution of their HR tasks. For the group of middle managers, however, personnel red tape, length of service, and supervisory experience contribute to their HRM implementation effectiveness. As a result, an organization’s HR department can create the internal organizational conditions necessary to facilitate successful HRM implementation by the line. At the same time, it is worth adapting the approach according to the different managerial levels.

AB - In this article, we explore one of the key underlying mechanisms that mediates the human resource management (HRM)–performance link, namely, the (effective) HRM implementation by line managers. In particular, the purpose of our study is to compare middle and first-line managers’ experiences of their human resource (HR) role and the factors explaining effective HRM implementation at each managerial level. By employing survey data of two Belgian federal government organizations, we examine the effect of a number of organizational, individual and interpersonal factors on the effectiveness of line managers in HRM implementation. Results indicate that both middle and first-line managers’ HRM implementation effectiveness is related to organizational support, autonomous motivation, and coworker support. For the group of first-line managers, specifically, age and local office position are important in the execution of their HR tasks. For the group of middle managers, however, personnel red tape, length of service, and supervisory experience contribute to their HRM implementation effectiveness. As a result, an organization’s HR department can create the internal organizational conditions necessary to facilitate successful HRM implementation by the line. At the same time, it is worth adapting the approach according to the different managerial levels.

KW - line management

KW - HRM implementation effectiveness

KW - middle managers

KW - first-line managers

KW - HR devolution

KW - strategic HRM

U2 - 10.1177/0091026018760931

DO - 10.1177/0091026018760931

M3 - Article

VL - 47

SP - 144

EP - 174

JO - Public Personnel Management

JF - Public Personnel Management

SN - 0091-0260

IS - 2

ER -