Antecedents and consequences of performance management enactment by front-line managers. Evidence from Belgium.
Dewettinck, Koen Vroonen, Wim
Dewettinck, Koen
Vroonen, Wim
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Publication Type
Journal article with impact factor
Editor
Supervisor
Publication Year
2017
Journal
International Journal of Human Resource Management
Book
Publication Volume
28
Publication Issue
17
Publication Begin page
2473
Publication End page
2502
Publication Number of pages
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Abstract
Although researchers have extensively stressed the critical role of line managers in the effective implementation of HR practices, little is known about what exactly causes managers to enact these practices. In this paper, we draw from signaling theory, theory of planned behavior and social exchange theory to investigate both the antecedents and the outcomes of front-line management's enactment of performance management (PM) activities. Results from two Belgian samples of 731 front-line managers and 425 employees show that line management's beliefs regarding the usefulness of PM activities mediate the relationship between HR support and line management's implicit person theory, on the one hand, and PM enactment, on the other. This relationship is moderated by the manager' span of control. Furthermore, line management enactment shows to be positively related to employee engagement and job satisfaction.
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Keywords
People Management & Leadership, Performance Management, Line Management, Job Satisfaction, Employee Motivation, Job Involvement, Social Exchange, Planned behavior theory