Exploring the socio‐political dynamics of front‐line managers’ HR involvement: A qualitative approach

Abstract

Moving beyond the extant HR implementation research that has often viewed the implementation decisions primarily as front-line managers' (FLMs) prerogative, this article explores interactive processes involving three key actors: HR managers, senior managers, and FLMs. Drawing on a political lens, the authors find that the way in which FLMs enact HR practices depends on the relative power of the enforcing actors (i.e., HR managers) and the endorsing actors (i.e., senior managers). The study findings reveal that while the enforcers employ a range of influence tactics (e.g., legitimization, pressure, rational persuasion, and consultation) to facilitate strict HR enactment, the endorsers use counter-influence tactics (e.g., legitimization, assertiveness, and inspirational appeal) in support of deviant HR implementation behaviors. Carefully navigating both sides' influence tactics in light of past involvement experiences, FLMs choose subsequent implementation behaviors accordingly. The research has devoted relatively little attention to relational dynamics

Never cross the red line? Analysing employment relations practices and the behaviour of front‐line managers in Chinese McDonald's stores

“…In addition to the role in the HRM process that causes the pressure to respond to HRM/ER policies, FLMs' main responsibilities are to keep operations going and translate business goals into operational reality, acting as the business operators in daily operations and services (Kurdi-Nakra & Pak, 2023). It is the FLMs that undertake the immediate direction, monitoring and control of daily business operations in the workplace whilst fulfilling performance targets.…”