Publications
Chosen filters:
Chosen filters:
Effective HRM implementation by line managers University of Antwerp KU Leuven
We explore one of the key underlying mechanisms that mediate the HRMperformance link, namely HRM implementation by line managers. The purpose of our study is to examine the role of various sources of support in explaining effective HRM implementation by line managers. Results indicate that HR, supervisor, and coworker support are relevant in explaining line managers HR role performance. In addition, younger line managers and those with greater ...
Line managersU+2019 AMO to manage employeesU+2019 performance : the route to effective and satisfying performance management Ghent University
Antecedents of Front Line Managers’ perceptions of HR role stressors KU Leuven
Based on role theory we investigate the impact of (1) HR devolution characteristics (the number of devolved HR tasks); (2) characteristics of the HR devolution context (the level of support from the HR department, and the presence of institutionalized incentives to perform the allotted HR tasks well); and (3) personal characteristics of the front line managers (HR competency) on front line managers’ perceptions of two HR role stressors, i.e. HR ...
Line Managers' Perspectives and Responses when Employees Burn Out KU Leuven
PURPOSE: Little is known about whether burnout can be stopped at an emerging stage. To develop this knowledge, we focus on line managers' perspectives and responses when an employee who seems to be heading for burnout is still at work. METHODS: We interviewed 17 line managers working in the educational and health care sectors, who had been confronted with the sickness absence of at least one employee due to burnout in the past. Interviews were ...
Strong HRM-processes and line managers' effective HRM-implementation: a balanced view KU Leuven
Exploring a unitarist and pluralist Human Resource Management (HRM) perspective, we propose a more nuanced view on Bowen and Ostroff’s (2004) concept of strong HRM processes. More specifically, we investigate whether strong HRM processes contribute positively or negatively to line managers’ effective HRM implementation. The results of a multi-level model with data from 125 line managers and 899 employees of five organisations show a complex ...
The influence of line managers and HR department on employees’ affective commitment KU Leuven
Based on social exchange theory, we investigate the impact of HRM investments made by two important HR actors, line managers and HR department, on employees’ affective commitment. More specifically, we examine the independent and joint impact of line managers’ enactment of HR practices, their relations-oriented leadership behaviour and the HR department’s service quality. Accordingly, we consider the largely neglected HRM role of line managers. ...
Comparing and explaining HR department effectiveness assessments: Evidence from line managers and trade union representatives KU Leuven
We compare and explain effectiveness assessments of two HR stakeholders: line managers and trade union representatives. We examine whether they have the same preferences regarding the roles the HR department has to fulfil (Ulrich 1997). Next, we test which strong HRM system characteristics (Bowen and Ostroff 2004) are decisive in determining the perceived effectiveness of the HR department in the preferential roles. With these analyses we ...