Human resource managers' role consistency and HR performance indicators: the moderating effect of interpersonal trust in Taiwan

Abstract

This study explores the consistency between human resource (HR) managers' roles and HR performance indicators. In particular it considers the moderating effects of interpersonal trust on the relationship between HR managers' roles and HR performance indicators. We selected 116 HR managers from the top 500 manufacturing companies in Taiwan as our sample, and hierarchical regression analysis was conducted to test our hypotheses. The results showed that the HR managers' roles were consistent with HR performance indicators. Also, a high level of affective trust weakened the positive relationship between HR manager roles and HR performance indicators. Thus we suggested that Chinese companies should design HR performance indicators according to the roles HR managers play. Additionally, when HR managers are playing the role of a strategic partner or change agent, top executives should avoid high affective trust with HR managers.

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