The role of line managers in employee career management: an attachment theory perspective

Crawshaw, Jonathan R.; Game, Annilee

doi:10.1080/09585192.2014.934886

Cited by 42 publications

(52 citation statements)

References 60 publications

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“…Bjorkman et al 2013;Dries and Pepermans 2007) much less research has considered talent management from an employee experience perspective. Given the acknowledged importance of effective implementation for the success of HR practices (Khilji and Wang 2006), and in relation to career management practices specifically (Crawshaw and Game, 2015), we argue that there is a need to further understand how individuals experience talent management practices as they are implemented and how this experience subsequently influences outcomes at the individual level.…”

Section: Introductionmentioning

confidence: 99%

The role of the psychological contract in shaping graduate experiences: a study of public sector talent management programmes in the UK and Australia

Clarke

Scurry

2017

The International Journal of Human Resource Management

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Section: Introductionmentioning

confidence: 99%

The role of the psychological contract in shaping graduate experiences: a study of public sector talent management programmes in the UK and Australia

Clarke

Scurry

2017

The International Journal of Human Resource Management

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“…, a growing number of scholars argue that social exchange mechanisms may moderate or accentuate the psychological processes that translate HR practices into positive employee states, attitudes and behavior (e.g., Kuvaas & Dysvik, 2010;Kuvaas, Buch, & Dysvik, 2012). This is because line managers are often responsible for the day-to-day implementation of HR practices (Wright & Nishii, 2007) and play a key role in the career management of their direct reports (Crawshaw & Game, 2015), and so they act as deliverers and implementers of personal development practices and as agents of the organization (Kuvaas & Dyskvik, 2010).…”

Section: The Moderating Role Of Perceived Line Manager Relationsmentioning

confidence: 99%

“…Moreover, the current study will probe the boundary conditions of the mediating process that links personal development and engagement by testing whether the relationship with the line manager has a moderating influence. Given that line managers enact development practices on a day-to-day basis, such as career management (Crawshaw & Game, 2015), the relationship between the employee and their line manager may strengthen or weaken the positive effects of opportunities for development depending on the extent to which this relationship is perceived as supportive. This paper will contribute to the engagement literature in the following ways.…”

Section: Introductionmentioning

confidence: 99%

How can personal development lead to increased engagement? The roles of meaningfulness and perceived line manager relations

Fletcher

2016

The International Journal of Human Resource Management

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There is an increasing need to understand the psychological processes that link personal development with employee engagement, particularly the boundary conditions at which these occur. The current study sought to meet this need by testing whether perceived opportunities for development are positively associated with job engagement indirectly through the experience of meaningfulness, and whether this indirect relationship is conditional on the level of perceived line manager relations. Questionnaire data was collected from 152 UK workers from a range of occupations and organizations. The results found support for all the hypotheses. In particular, the positive effects of perceived opportunities for development on job engagement (measured one month later) via meaningfulness was only significant for those who perceived that they had a good relationship with their line manager. Thus, there is a need for line managers to develop high quality relationships with their direct reports in order for development practices to translate into positive psychological outcomes. Engagement theory could be advanced by further understanding broaden-and-build and social exchange processes. IntroductionProviding opportunities for personal development is a crucial practice within a human resource management (HRM) system because such opportunities develop human capital resources within the organization, which enable sustained competitive advantage (Lee & Bruvold, 2003). Moreover, opportunities for development are important for facilitating employee engagement (Bakker & Bal, 2010;Sarti, 2014;Shuck, Twyford, Reio, & Shuck, 2014). Engagement is defined as the authentic, simultaneous expression of one's emotional, cognitive, and physical dimensions of the self whilst performing one's job role (Kahn, 1990).In doing so, personal development connects the individual with their work context because "they provide pathways for employee growth and fulfillment" (Crawford, Rich, Buckman, & Bergeron, 2014, p.61). Over recent years initiatives to improve employee engagement have become widespread because of their potential to leverage organizational success through harnessing the motivation and spirit of its employees (Saks & Gruman, 2014). As HRM practitioners are often responsible for leading organizational change initiatives that seek to improve employee engagement through human resource (HR) practices (Arrowsmith & Parker, 2013;Reissner & Pagan, 2013), and given that a recent evidence synthesis shows that employee perceptions of development are associated with engagement (Bailey, Madden, Alfes, & Fletcher, 2015), it may be particularly useful for HRM researchers to examine the psychological processes that underpin the relationship between personal development and engagement in more depth. Currently, there is a lack of understanding of how personal development leads to engagement, and in what circumstances this process occurs. This is important to address because it provides practical recommendations on how development practices can be best desi...

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“…ATTACHMENT STYLES AND LMX 7 This potential flexibility is important for leaders as well as followers because many leadership processes are based in internal working models representing the self and others. Accordingly, change in these models may help individuals overcome maladaptive behaviour patterns (Boatwright et al, 2010;Chen et al, 2007;Crawshaw & Game, 2015;Keller, 2003;Mumford, Zaccaro, Harding, Jacobs, & Fleishman, 2000;Nishii & Mayer, 2009). Furthermore, evidence suggests that internal working models of attachment in adulthood are influenced by relationship-specific contextual factors that extend beyond the nuclear family, such as leader-follower relationship (Bowlby, 1982;Baldwin & Fehr, 1995;.…”

Section: Attachment Theorymentioning

confidence: 99%

The security to lead: a systematic review of leader and follower attachment styles and leader–member exchange

Fein

Benea

Idzadikhah

et al. 2019

European Journal of Work and Organizational Psychology

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Attachment styles can predict the quality of organisational relationships, particularly in reference to Leader Member Exchange (LMX). However, there is much work to be done in articulating and summarising these findings and in detecting gaps in the literature. This systematic review fills a critical niche by providing a review of the attachment/LMX relationship. Using the PRISMA framework, this review integrates research on attachment styles and LMX by evaluating associations between secure, anxious, and avoidant attachment styles with LMX for leaders and followers. Across ten studies, we review the evidence for associations between leader and follower attachment and LMX. We seek to investigate if secure attachment is associated with high-quality LMX and if insecure attachment is associated with lower quality LMX. Our review in general provides mixed support for these propositions, although the association of avoidant attachment for followers with LMX received consistent support. Furthermore, our results highlight the need to consider potential moderating and mediating factors within the attachment/LMX relationship. Based on the patterns of these relationships and the methodological gaps in the literature, we discuss the managerial implications for attachment styles in work and organisational psychology and suggest several directions for future research on the attachment-LMX relationship.

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The role of line managers in employee career management: an attachment theory perspective

Cited by 42 publications

References 60 publications

The role of the psychological contract in shaping graduate experiences: a study of public sector talent management programmes in the UK and Australia

The role of the psychological contract in shaping graduate experiences: a study of public sector talent management programmes in the UK and Australia

How can personal development lead to increased engagement? The roles of meaningfulness and perceived line manager relations

The security to lead: a systematic review of leader and follower attachment styles and leader–member exchange

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