HUMAN RESOURCE MANAGEMENT AND PERFORMANCE: THE ROLE OF LINE MANAGERS
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Scholars in strategic human resource management (HRM) have long focused on whether and how HR systems, or HR practices as a bundle, affect organizational performance. In this examination, however, the role line managers play in the relationship between HRM and unit performance is relatively underexplored. This is surprising because line managers are not just messengers who deliver organizations' espoused HR practices but, rather, active entities who can modify and change the existing practices and introduce new HR practices. Building on this notion, I consider the role of line managers in human resource management in my dissertation by examining i) whether and how variations that managers create in the use of flexible staffing practices – variable work schedules, in particular – affect unit-level turnover and performance under varying organizational context (Chapter 2), ii) under which conditions new managers as successors can overcome inherent difficulties in managerial change and improve unit performance (Chapter 3), and iii) whether and how managerial accountability can affect the relationships between involuntary turnover, voluntary turnover, and performance of the unit (Chapter 4).