Antecedents and consequences of performance management enactment by front line managers

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 signalling theory, theory of planned behavior and social exchange theory to investigate both the antecedents and outcomes of front line management’s enactment of performance management activities. Results from two samples of 731 front line managers and 425 employees, show that line management’s beliefs regarding the usefulness of performance management activities mediate the relationship between HR support and line management’s implicit person theory on the one hand, and performance management PM enactment on the other. This relationship is moderated by the manager’s span of control. Furthermore, line management enactment shows to be positively related to employee engagement and job satisfaction. Finally, we found a substitution effect for line management concern for employees and PM enactment.