The “HR–line‐connecting HRM system” and its effects on employee turnover

Abstract

Although the importance of positive, trusting, and cooperative relations between HR professionals and line managers has been well documented, little is known about how organizations can systematically nurture such relationships. This article specifies the “HR–line‐connecting HRM system,” which consists of a bundle of HRM practices designed to improve the relationship between HR and line managers. Drawing on the social capital perspective and HR strength theory, we propose that such HRM practices develop HR managers' social networks with line managers and facilitate the formation of a shared language between them, which should in turn result in low employee turnover. Our theory is generally supported by empirical analyses on data from Chinese high‐tech firms.

Signalling theory as a framework for analysing human resource management processes and integrating human resource attribution theories: A conceptual analysis and empirical exploration

“…For example concern for the credibility of the source has raised questions about the power and influence of the HR function. Sheehan, De Cieri, Cooper, and Brooks (2014) found that HR managers and HR messages were more likely to have an impact if HR managers had demonstrated core HR competence while both Trullen and Valverde (2017) and Kim, Su, and Wright (2018) showed that their message was more influential if they worked in concert with line management. It is easy to assume that an HRM policy endorsed by the CEO and other senior managers enhances its credibility.…”

Still in search of strategic human resource management? A review and suggestions for future research with China as an example

“…Ward (2012); Kirn, Rucci, Huselid, and Becker (1999); Kim, Su, and Wright (2018); Martell and Carroll (1995) Tang, G., Yu, B., Cooke, F. L., & Chen, Y. (2017).…”

Creating Inclusive Organizations through Policies

“…A handful of research investigated ways to enhance employee awareness and understanding about employment policies (e.g., flexible work policies). Kim, Su, and Wright (2018) show that when supervisors better understand employment policies through their strong connections with HR managers, employees under the supervisors share the high understanding of employment policies. In addition to communication via supervisors, use of other communication methods such as newsletters, website, and training can also be an effective way to enhance employee awareness (Park et al, 2019).…”