Buradasınız

Anasayfa » Content

Do line managers’ have ‘linking pin’ in HR roles?

Journal Name:

  • Intangible Capital

Publication Year:

  • 2015
DOI: 
http://dx.doi.org/10.3926/ic.483

Key Words:

Author NameUniversity of Author
Abstract (2. Language): 
Purpose: The present article aims to identify the possible line managers’ involvement factors in human resource (HR) initiatives and its ‘linking pin’ to the HR roles. In this regard, few factors have been considered pertinent to line managers’ involvement factors in HR initiatives which are desire, self-efficacy, and HR support. Whereas, the considered dimensions of HR roles reviewed are strategic partner, change agent, employee champion, and administrative expert. Design/methodology/approach: The paper intends to provide a conceptual review of the past literature in the areas of HR roles and line managers and further justify the proposed conceptual framework that will move this work further. Findings: The review also showed that HR devolution to line managers will boost line managers’ participation and responsibility to practice HR roles at the workplace. Research limitations/implications: The main limitation of this review is no empirical evidence provided by the authors to support the literature of the article. All the provided literature is written based on the findings gained from the previous studies. Practical implications: Line managers’ involvement in HR Initiatives can increase the competency diversity among line manager. This in turn can help the organization to operate at high efficiency.Originality/value: There is a notable lack of research conducted to identify line managers’ involvement in HR. Therefore, this article contributes to the literature on the relationship between line managers and HR roles.
Bookmark/Search this post with
FULL TEXT (PDF): 
PDF icon arastirmax-do-line-managers-have-linking-pin-hr-roles.pdf
  • 1
1
12
  • English

JEL Codes:

REFERENCES

References: 

AUDRYANAH, A. (2007). Instructional Leadership and Self-Efficacy of Secondary School
Principals and Relationships with School Academic Achievement. Master Thesis, UTM.
BANDURA, A. (1994). Self-efficacy. In V. S. Ramachandran (Ed.), Encyclopedia of human
behavior (Vol. 4, pp. 71-81). New York: Academic Press.
BOS-NEHLES, A. (2010). The Line makes the difference: LMs as effective HR partners. PhD
dissertation. University of Twente.
BOWEN, D.E.; OSTROFF, C. (2004). Understanding HRM-firm performance linkages: The role of
the strength of the HRM system. Academy of Management Review, 29(2): 203-221.
CHOI, S.L.; ISMAIL, W.K. (2009). Understanding the Relationship of HR Competencies & Roles
of Malaysian HR Professionals. European Journal of Social Sciences, 7(1): 88-103.
CURRIE, G.; PROCTER, S. (2001). Exploring the relationship between HR and middle
managers. HR Management Journal, 11(1): 53-69.
ELINGER, A.D.; BOSTROM, R.P. (2002). An examination of manager’s beliefs about their roles
as facilitators of learning. Management Learning, 33(2): 147-179.
http://dx.doi.org/10.1177/1350507602332001
GRATTON, L.; TRUSS, C. (2003). The three-dimensional people strategy: putting human
resource policies into action. Academy of Management Executive, 17(3): 74-86.
http://dx.doi.org/10.5465/AME.2003.10954760
HARRIS, L.; DOUGHTY, D.; KIRK, S. (2002). The Devolution of HR Responsibilities Perspectives
from the UK’s Public Sector. Journal of European Industrial Training, 26(5): 218-229.
http://dx.doi.org/10.1108/03090590210424894
HOLBECHE, L. (2009). Aligning HRs and business strategy. Oxford: Butterworth Heinemann
Publication.
HUNTER, I.; SAUNDERS, J. (2006). HR business partners. London: Gower Publishing, Ltd.
HUNTER, W.; RENWICK, D. (2008). Involving British LMs in HRM in a small non profit work
organisation. Employee Relations, 31(4): 398-411. http://dx.doi.org/10.1108/01425450910965441
HUTCHISON, S.; PURCELL, J. (2007). Learning and the line, The role of LMs in training,
learning and development, Change Agenda. London: Chartered Institute of Personnel and
Development.
INYANG, B.J. (2010). Strategic Human Resource Management (SHRM): A Paradigm Shift for
Achieving Sustained Competitive Advantage in Organization. International Bulletin of
Business Administration, 7: 23-36.KULIK, C.T.; BAINBRIDGE, H.T.J. (2006). HR and the line: The distribution of HR activities in
Australian organisations. Asia Pacific Journal of HRs, 44(2): 240-256.
LARSEN, H.H.; BREWSTER, C. (2003). Line management responsibility for HRM: What is
happening in Europe?. Journal of Employee Relations, 25(3): 228-244.
http://dx.doi.org/10.1108/01425450310475838
LEMMERGAARD, J. (2008). From administrative expert to strategic partner. Employee
Relations, 31(2): 182-196. http://dx.doi.org/10.1108/01425450910925328
MARTINS, L.P. (2007). A holistic framework for the strategic management of first tier
managers. Management Decision, 45(3): 616-641. http://dx.doi.org/10.1108/00251740710745151
MARTINS, L.P. (2009). The nature of the changing role of first-tier managers: A long-cycle
approach. Journal of Organizational Change Management, 22(1): 92-123.
http://dx.doi.org/10.1108/09534810910933924
MCCRACKEN, M.; WALLACE, M.M. (2000). Exploring strategic maturity in HRD-rhetoric,
aspiration or reality?. Journal of European Industrial Training, 24(5): 281-290.
http://dx.doi.org/10.1108/03090590010372056
MCGUIRE, P.; STONER, L.; MYLONA, S. (2008). The Role of LMs as Human Resource Agents in
Fostering Organizational Change in Public Services. Journal of Change Management, 8(1):
73-84. http://dx.doi.org/10.1080/14697010801937580
PANAGIOTAKOPOULOS, A. (2011). Barriers to employee training and learning in small and
medium-sized enterprises (SMEs). Development and Learning in Organization, 25(3):
15-18. http://dx.doi.org/10.1108/14777281111125354
PAPALEXANDRIS, N.; PANAYOTOPOULOU, L. (2005). Exploring the Partnership between LMs
and HRM in Greece. Journal of European Industrial Training, 29(4): 281-291.
http://dx.doi.org/10.1108/03090590510597133
QADEER, F.; SHAFIQUE, M.; REHMAN, R. (2011). An overview of HR-line relationship and its
future directions. African Journal of Business Management, 5(7): 2512-2523.
RAMACHANDRA, A.; MANSOR, N.N.; IDRIS, N. (2011). Line Managers’ Role in Continuous
Professional Development and Human Resources. International Journal of Social Sciences
and Humanity Studies, 3(1): 39-48.
RAMACHANDRA A.; MANSOR, N.N.; MOHAMED, A. (2011). Calling line managers in employee
continuous professional development in South East Asia. Intangible Capital, 7(2): 356-374.
RASMUSSEN, E.; ANDERSEN, T.; HAWORTH, N. (2010). Has the Strategic Role and Professional
Status of HR Management peaked in New Zealand?. Journal of Industrial Relations, 52(1):
103-118. http://dx.doi.org/10.1177/0022185609353992REILLY, P.A.; WILLIAMS, T. (2006). Strategic HR: Building the capability to deliver. London:
Gower Publishing Ltd.
RENWICK, D.; MACNEIL, C.M. (2002). Line Manager involvement in careers. Career
Development International, 7(7): 407-414. http://dx.doi.org/10.1108/13620430210449939
SIUGZDINIEN, J. (2008). Line Managers involvement in Human Resource Development. Ph.D
dissertation. Kaunas University of Technology.
ULRICH, D. (1997). HR Champions: The next agenda for adding value and delivering results.
Boston: Harvard Business School Press.
ULRICH, D.; BROCKBANK, W. (2005). The HR value proposition. Boston: Harvard Business
School Press.
WATSON, S.; MAXWELL, G.A.; FARQUHASON, L. (2007). Line Managers’ views on adopting HR
roles: the case of Hilton (UK) hotels. Journal of Employee Relations, 29(1): 30-49.
http://dx.doi.org/10.1108/01425450710714469

Thank you for copying data from http://www.arastirmax.com