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The Role of the Line Manager in HRM-Performance Research

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Book cover Work Organization and Human Resource Management

Part of the book series: Management and Industrial Engineering ((MINEN))

Abstract

This chapter will review the evolution of research examining the HRM-Performance relationship. In particular it will focus on the gradual incorporation of the line manager as a critical agent in this relationship. The chapter then presents a conceptual schema which facilitates in better delineating the role and impact of line manager interventions along various units of analysis. The chapter concludes with implications for practice and future research trajectories.

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Author information

Authors and Affiliations

  1. Dublin City University Business School, Dublin City University, Dublin 9, Ireland

    Brian Harney

  2. Graduate School of Business, Universiti Tun Abdul Razak, Tun Razak City Campus, Block C&D, Capital Square, No. 8, Jalan Munshi Abdullah, 50100, Kuala Lumpur, Malaysia

    Kenneth Cafferkey

Authors
  1. Brian Harney
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  2. Kenneth Cafferkey
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Corresponding author

Correspondence to Brian Harney .

Editor information

Editors and Affiliations

  1. School of Economic and Management Department of Management, University of Minho, Braga, Portugal

    Carolina Machado

  2. Department of Mechanical Engineering, University of Aveiro, Aveiro, Portugal

    J. Paulo Davim

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Harney, B., Cafferkey, K. (2014). The Role of the Line Manager in HRM-Performance Research. In: Machado, C., Davim, J. (eds) Work Organization and Human Resource Management. Management and Industrial Engineering. Springer, Cham. https://doi.org/10.1007/978-3-319-06376-8_3

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  • DOI: https://doi.org/10.1007/978-3-319-06376-8_3

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  • Publisher Name: Springer, Cham

  • Print ISBN: 978-3-319-06375-1

  • Online ISBN: 978-3-319-06376-8

  • eBook Packages: EngineeringEngineering (R0)

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