Effective HRM Implementation by Line Managers: Relying on Various Sources of Support

Beeck, Sophie Op de; Wynen, Jan; Hondeghem, Annie

doi:10.1080/01900692.2015.1075553

Cited by 22 publications

(28 citation statements)

References 53 publications

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“…As such, we found significant effects for organizational support, autonomous motivation, and coworker support among both middle and first-line mangers. One of the larger effect sizes is found for coworker support, a factor that, up until now, has hardly been studied empirically in relation to HR devolution (except for example, in one of our previous papers, (Op de Beeck, Wynen & Hondeghem, 2017). Line managers, both middle and first-line, are clearly finding support for their HR role through sharing expertise and experiences with their coworkers, as suggested by support theory (Joiner, 2007;Zhou & George, 2001).…”

Section: Discussionmentioning

confidence: 94%

Explaining Effective HRM Implementation: A Middle Versus First-Line Management Perspective

Beeck

Wynen

Hondeghem

2018

Public Personnel Management

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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.

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Section: Discussionmentioning

confidence: 94%

Explaining Effective HRM Implementation: A Middle Versus First-Line Management Perspective

Beeck

Wynen

Hondeghem

2018

Public Personnel Management

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“…This was reflected in the reports of the managers in this study who indicated that their confidence in the procedures improved every time they undertook a performance management process but that even with increased experience they never felt completely comfortable in undertaking the task. Op De Beeck et al (2017) confirmed the importance of experience as a supervisor impacting on managers self-reported perception of competence in carrying out the functions of their HR role. Moreover, in investigating the relationship of managers' experience with managing poor performance, Goodhew et al (2008) found that those who had the most experience were more likely to be consistent in their approach.…”

Section: Discussionmentioning

confidence: 53%

“…Managers described a lack of opportunity for peer support, coaching and feedback. Op De Beeck et al (2017) describe the importance of peer support as having a positive and significant effect in terms of line managers HR performance. Co-workers share their HR experiences, which provides a rich pool of information that both provides personal support and also first-hand knowledge and expertise from managing similar issues.…”

Section: Discussionmentioning

confidence: 99%

Healthcare managers’ perceptions of managing poor performance

Hill

Gluyas

Sandy

et al. 2018

JHOM

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Purpose The purpose of this paper is to understand the perceptions and experiences of healthcare managers working within a community and ambulatory health service who manage poorly performing staff and, to identify the supports, and gaps in supports, that are available to these managers. Design/methodology/approach Data were collected via two focus groups using a semi-structured schedule. The data were transcribed, themed and conclusions summarised. Findings On analysis of the discussion of the line managers' experiences and perceptions of competence, six themes were identified, five themes common to both groups. When discussing the availability and gaps in supports available when managing poor performance, managers were aware of the majority of the supports available to them in the workplace but there was a disconnect between managers and the HR department. Research limitations/implications Though the results of this study are not generalisable, as the participants came from programs within a single hospital, they may be transferrable to other healthcare environments. Future research should attempt to replicate these findings using other research techniques. Practical implications The findings in this paper indicate that methods should be identified to build better relationships between managers and HR departments, develop clear management learning pathways, and to support managers to manage their emotional responses. These strategies will support organisations to achieve improved outcomes from the performance management processes. Originality/value This study contributes to the current literature by identifying key themes that may have an impact on the outcome of performance management processes. These themes would benefit from further exploration.

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“…Given that the role of the line manager in the implementation of HR practices is a relatively new field of research within HRM (Guest & Bos-Nehles, 2013), there are only a few studies investigating the antecedents of people management related to line managers' characteristics in general, let alone in the public sector. In the few studies that have addressed this, the AMO framework is used to explain HRM implementation and leadership by line managers (Knies & Leisink, 2014a;Knies, Op de Beeck & Hondeghem, 2021;Op de Beeck et al, 2017;. Drawing on these previous studies, we now elaborate on how public line managers' abilities, motivation and opportunities (AMO) affect the way they enact people management.…”

Section: Line Managers' Characteris$ Ticsmentioning

confidence: 98%

“…However, there is still a need for improvement when it comes to the implementation of HRM, and by extension people management, by supervisors in secondary education. Like in many public organizations, supervisors in schools are generally appointed as supervisors based on their professional skills as teachers, and not necessarily based on their people management skills (Algemene Vereniging Schoolleiders & VO-raad, 2019;Brewer, 2005;Op de Beeck et al, 2017). As such, the professionalization of supervisors has been an important objective for the sector (Algemene Vereniging Schoolleiders & VO-raad, 2019).…”

Section: Contributions To the Literaturementioning

confidence: 99%

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Effective HRM Implementation by Line Managers: Relying on Various Sources of Support

Cited by 22 publications

References 53 publications

Explaining Effective HRM Implementation: A Middle Versus First-Line Management Perspective

Explaining Effective HRM Implementation: A Middle Versus First-Line Management Perspective

Healthcare managers’ perceptions of managing poor performance

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