The relationship between line manager behavior, perceived HRM practices and individual performance: examining the mediating role of engagement
The relationship between line manager behavior, perceived HRM practices and individual performance: examining the mediating role of engagement
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.
perceived hrm practices, perceived line manager behavior, employee engagement, self-report task performance, self-report, innovative work behavior
839-859
Alfes, Kerstin
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Soane, Emma
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Truss, Katie
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Rees, Chris
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Gatenby, Mark
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November 2013
Alfes, Kerstin
991e3f8c-ce7a-424d-903e-69856c3bf1d1
Soane, Emma
3c2ff282-f2f3-4229-aa70-c8d750b77e32
Truss, Katie
7a68176a-e9e6-4889-9a0b-11136e14fc51
Rees, Chris
b07038ee-2868-45b5-b394-07ae60543e10
Gatenby, Mark
9dc95cde-11ee-49fa-a380-1fd6b3e5aa39
Alfes, Kerstin, Soane, Emma, Truss, Katie, Rees, Chris and Gatenby, Mark
(2013)
The relationship between line manager behavior, perceived HRM practices and individual performance: examining the mediating role of engagement.
[in special issue: Human Resource Management and the Line]
Human Resource Management, 52 (6), .
(doi: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.
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e-pub ahead of print date: 19 November 2013
Published date: November 2013
Keywords:
perceived hrm practices, perceived line manager behavior, employee engagement, self-report task performance, self-report, innovative work behavior
Organisations:
Southampton Business School
Identifiers
Local EPrints ID: 356918
URI: http://eprints.soton.ac.uk/id/eprint/356918
ISSN: 0090-4848
PURE UUID: 33f80cda-03ba-48bc-ab71-9873706c9740
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Date deposited: 17 Sep 2013 10:31
Last modified: 14 Mar 2024 14:53
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Author:
Kerstin Alfes
Author:
Emma Soane
Author:
Katie Truss
Author:
Chris Rees
Author:
Mark Gatenby
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