The Relationship Between Line Manager Behavior, Perceived HRM Practices, and Individual Performance: Examining the Mediating Role of Engagement

Alfes, K. and Truss, C. and Soane, E. and Rees, C. and Gatenby, M. (2013) The Relationship Between Line Manager Behavior, Perceived HRM Practices, and Individual Performance: Examining the Mediating Role of Engagement. Human Resource Management, 52 (6). pp. 839-859. (The full text of this publication is not available from this repository)

The full text of this publication is not available from this repository. (Contact us about this Publication)
Official URL
http://dx.doi.org/10.1002/hrm.21512

Abstract

This article examines the role played by line managers in the link between HRM practices and individual performance outcomes. Drawing on social exchange theory, the authors test a mediated model linking perceived line manager behavior and perceived human resource management practices with employee engagement and individual performance. The study focuses on two self-report measures of individual performance; task performance and innovative work behavior. Two studies with a total of 1,796 participants were conducted in service-sector organizations in the United Kingdom and analyzed using structural equation modeling. The data reveal that perceived line manager behavior and perceived HRM practices are linked with employee engagement. In turn, employee engagement is strongly linked to individual performance and fully mediates the link between both perceived HRM practices and perceived line manager behavior and self-report task performance (study 1), as well as self-report innovative work behavior (study 2). The findings show the significance of the line manager in the HRM-performance link, and the mediating role played by employee engagement.

Item Type: Article
Additional information: Special Issue: Human Resource Management and the Line
Uncontrolled keywords: perceived HRM practices;perceived line manager behavior;employee engagement;self-report task performance;self-report innovative work behavior
Subjects: H Social Sciences
H Social Sciences > H Social Sciences (General)
Divisions: Faculties > Social Sciences > Kent Business School
Faculties > Social Sciences > Kent Business School > Industrial Relations/HRM
Depositing User: Cathy Norman
Date Deposited: 01 Oct 2012 13:54
Last Modified: 03 Mar 2014 09:04
Resource URI: http://kar.kent.ac.uk/id/eprint/31116 (The current URI for this page, for reference purposes)
  • Depositors only (login required):