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.

Strategy and Human Resource Management, 2nd edition, provides a critical yet highly accessible account of the strategic rote of human resource management within organisations, Building upon the strengths of the best-selling first edition, this new edition expands its discussion of goats in HRM, builds a new typology of HR systems, contains new material on organisational culture and climate, and more fully examines HRM in services and the public sector. Updated to include the latest research and developments in the field, it continues to challenge students to critically assess the role and contribution of human resources to organisations. This text is ideal for upper level undergraduates and postgraduate students of HRM, as well as MBA students. It is also an invaluable resource for anyone interested in the role of HRM in business success.'This is an excellent book which truly integrates the related fields of Human Resource Management and strategic management with in-depth knowledge, debate, and research-based analysis, whilst at the same time providing a base for application through practical examples.' -Professor jaap Paauwe, T

No abstract

This article examines the links between employees' satisfaction with HR practices and their commitment to the organisation. It draws on recently collected data to examine these links for three groups of employees: professionals, line managers and workers. Satisfaction with some HR practices appears to be linked to the commitment of all employees, while the link for others varies befuwn the three employee groups. These findings pose a challenge to the universalistic model of HRM and have implications for those seeking to design practices that will improve organisational commitment.

No abstract