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dc.contributor.authorDewettinck, Koen
dc.contributor.authorVroonen, Wim
dc.date.accessioned2017-12-02T15:00:41Z
dc.date.available2017-12-02T15:00:41Z
dc.date.issued2017
dc.identifier.doi10.1080/09585192.2015.1137608
dc.identifier.urihttp://hdl.handle.net/20.500.12127/5825
dc.description.abstractAlthough 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.
dc.language.isoen
dc.subjectPeople Management & Leadership
dc.subjectPerformance Management
dc.subjectLine Management
dc.subjectJob Satisfaction
dc.subjectEmployee Motivation
dc.subjectJob Involvement
dc.subjectSocial Exchange
dc.subjectPlanned behavior theory
dc.titleAntecedents and consequences of performance management enactment by front-line managers. Evidence from Belgium.
dc.identifier.journalInternational Journal of Human Resource Management
dc.source.volume28
dc.source.issue17
dc.source.beginpage2473
dc.source.endpage2502
vlerick.knowledgedomainPeople Management & Leadership
vlerick.knowledgedomainHuman Resource Management
vlerick.typearticleVlerick strategic journal article
vlerick.vlerickdepartmentP&O
dc.identifier.vperid35871
dc.identifier.vperid142488
dc.identifier.vpubid7139


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