HRM and front line managers: the influence of role stress

Evans, Samantha

doi:10.1080/09585192.2016.1146786

Cited by 33 publications

(70 citation statements)

References 65 publications

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“…Consequently, when frontline managers are involved in multiple roles, they tend to experience role overload and line managers view their HR involvement as creating role overload for themselves (Watson, Maxwell & Farquharson, 2007). Role overload occurs because of the inconsistency between the quantity of work required and the time available to complete the assigned tasks (Evans, 2017). Most line managers find it difficult to successfully manage the time demands placed upon them by their various business and HR responsibilities.…”

Section: Hypotheses Developmentmentioning

confidence: 99%

“…In an HRM study, Evans (2017) found that the HR role stress of line managers caused an inconsistency between the planned and the actual HRM implementation. HR role stressors are defined as HR role devolution without the accompaniment of clear policies and procedures regarding the use of HR practices and the division of responsibilities and authority.…”

Section: Hr Role Stressors On Hrm Effectivenessmentioning

confidence: 99%

“…Without the clarity of the devolved HR roles, the HR role of line managers becomes ambiguous and they experience overload. Based on these conditions, successful strategic HRM effectiveness is relatively rare as role overload (Evans, 2017;Gilbert et al, 2011a;Hutchinson & Purcell, 2010) and role ambiguity (Hutchinson & Purcell, 2010;McConville, 2006;Renwick, 2003) create role stressors for line managers. In studying the role stressors in HRM research, the present study assumes that if poor performance is an outcome of role stress, then line managers' HR roles might lower their ability to effectively perform one of their key responsibilities -HRM.…”

Section: Hr Role Stressors On Hrm Effectivenessmentioning

confidence: 99%

“…The aim of this study is to verify whether the adopted HR model application, the "HR roles" typology (Ulrich, 1997), can be adapted for the proposed theoretical research framework through studying the relationships between HR roles (Choi et al, 2011;De Guzman et al, 2011;De Stefano, Bagdadli, & Camuffo, 2018;Kohont, & Brewster, 2014;Srimannarayana, 2012;Yau & Han, 2010;Yusliza, 2010;Yusliza et al, 2012), HR Role stressors (Evans, 2017;Gilboa, Shirom, Fried, & Cooper, 2008;Gilbert, De Winne, & Sels, 2011a, 2011b, and HRM effectiveness (Bainbridge, 2015;Chew & Basu, 2005;Collins, 2007;Guest & Conway, 2011;Huselid, Jackson & Schuler, 1997;Malik & Aminu, 2011;Nik Mat, Zabidi, & Salleh, 2015;Obeidat, 2016;Ordonez de Pablos & Lytras, 2008;Rimi, Yusliza, Walters, & Rubel,. 2017;Osman, Theresa, & Galang, 2011;Wang & Shyu, 2008).…”

Section: Introductionmentioning

confidence: 99%

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HR Line Manager’s Reflections on HRM Effectiveness through HR Roles and Role Stressors

Yusliza

Choo

Jayaraman

et al. 2019

South East European Journal of Economics and Business

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The objective of this research is to examine the relationship between HR roles and HR role stressors in determining the effectiveness of HRM. Specifically, the purpose of the study is to examine the link between 1) the HR roles (administrative expert, employee champion change agent, and strategic partner) and HR role stressors (role ambiguity and role overload), as well as HRM effectiveness (strategic HRM effectiveness and technical HRM effectiveness) and 2) HR role stressors and HRM effectiveness. A massive primary survey was conducted which involved 153 line managers from Malaysian manufacturing companies. The data were analyzed through structural equation modelling (SEM) via Smart PLS. The significant findings of the study revealed that the roles of the change agent and strategic partner influence perceived HR role ambiguity while the employee champion role influenced HR role overload and all dimension of HR roles influence all dimensions of strategic HRM effectiveness. Moreover, the employee champion role and strategic partner role influenced technical HRM effectiveness and HR overload influenced technical HRM effectiveness.

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Section: Hypotheses Developmentmentioning

confidence: 99%

Section: Hr Role Stressors On Hrm Effectivenessmentioning

confidence: 99%

Section: Hr Role Stressors On Hrm Effectivenessmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

HR Line Manager’s Reflections on HRM Effectiveness through HR Roles and Role Stressors

Yusliza

Choo

Jayaraman

et al. 2019

South East European Journal of Economics and Business

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show abstract

“…Many researchers have focused on the issue of emotional exhaustion, revealing its negative consequences such as damage to physical health, decreased job satisfaction, poor performance, and an increase in turnover [9][10][11]. Previous studies have found that, compared with ordinary employees, frontline managers bear onerous job demands (e.g., heavy workload and emotional demands), high role stress [12], and severe emotional exhaustion. However, few studies have focused on the emotional exhaustion of frontline managers, highlighting the need to further understand the antecedent and mechanism of emotional exhaustion in this specific group.…”

Section: Introductionmentioning

confidence: 99%

The Role of Sense of Power in Alleviating Emotional Exhaustion in Frontline Managers: A Dual Mediation Model

Song

Zhou

2020

IJERPH

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Frontline managers have many responsibilities and often suffer from emotional exhaustion. Drawing on the job demands–resources model, this research proposes and examines a cognitive–affective dual mediation model to explain how frontline managers’ sense of power affects their emotional exhaustion through managerial self-efficacy (cognitive path) and affective commitment (affective path). A cross-sectional study design was employed, and the theoretical model was tested using a three-wave survey among 227 on-the-job Master of Business Administration (MBA) students (52.86% male) in China, who serve as frontline managers in different kinds of organization. The regression and bootstrapping analysis results showed that the frontline managers’ sense of power was significantly negatively related to emotional exhaustion. In other words, the more powerful they felt, the less exhausted they felt. Furthermore, having a sense of power enhanced managerial self-efficacy, which mitigated emotional exhaustion. Sense of power also boosted frontline managers’ affective commitment, alleviating emotional exhaustion. We conclude with a discussion of this study’s theoretical and practical contributions and future research directions.

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The road taken and the path forward for HR devolution research: An evolutionary review

Kurdi-Nakra

Kou

Pak

2021

Human Resource Management

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Devolving HR responsibilities to the line is a distinguishable feature in modern human resource management (HRM). Given its considerable influence on the modus operandi of adopted HRM systems, scholars have delved into barriers to and facilitating conditions of line managers' fulfilling their HR duties and its subsequent outcomes over the past several decades. To deepen our understanding of the current state of the HR devolution literature, we adopt an evolutionary approach that moves beyond a conventional theme-centric review. Exploring the extant literature from a chronological stance offers a unique perspective since such an approach allows us to track and evaluate the development trajectory from its inception. Indeed, our evolutionary review reveals that critical observations on HR devolution practices documented by early studies (e.g., conflicts between line managers and HR professionals) have not been as articulated as they should be in recent endeavors (e.g., focus on line managers' competency and motivation). Through this review, we shed new light on the HR devolution literature and call for revisiting important yet unresolved issues that still resonate today. In addition, we contemplate the future of HR devolution practices amid a changing business landscape and suggest promising research avenues accordingly. By looking back at the road taken and paving the path forward, the current review will offer a guidepost benefiting both aspiring researchers and seasoned scholars in the field.

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HRM and front line managers: the influence of role stress

Abstract: The version in the Kent Academic Repository may differ from the final published version. Users are advised to check http://kar.kent.ac.uk for the status of the paper. Users should always cite the published version of record.

Cited by 33 publications

References 65 publications

HR Line Manager’s Reflections on HRM Effectiveness through HR Roles and Role Stressors

HR Line Manager’s Reflections on HRM Effectiveness through HR Roles and Role Stressors

The Role of Sense of Power in Alleviating Emotional Exhaustion in Frontline Managers: A Dual Mediation Model

The road taken and the path forward for HR devolution research: An evolutionary review

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