The framework of first-line manager's HR role identity: A Multi-actor HR involvement perspective

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review Pub Date : 2022-12-01 DOI:10.1016/j.hrmr.2022.100898

Xuan Kou, Hussein Kurdi-Nakra, Jongwook Pak

引用次数: 6

Abstract

Drawing on role identity and social context theories, we introduce a conceptual model of first-line manager (FLM)’s HR role identity that extends the current theorization of what precedes their effective HR implementation. We establish that FLMs' role identity will guide their HR implementation behavior by attaching the HR role to their self-concept. We also develop a multi-actor HR involvement perspective to the discourse on FLMs' HR role identity since role identity is believed to increase when FLMs recognize HR role expectations and then behave as desired. In explaining the role of multi-actor HR involvement, the climate for HR implementation is considered a mediator in the relationships between HR involvement and FLMs' HR role identity since the social context created by each HR actor represents FLMs' interpretations of HR role expectations. Accordingly, we develop several propositions that serve as a baseline for future endeavors.

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一线管理者人力资源角色认同的框架:基于多参与者的人力资源参与视角

借鉴角色认同理论和社会语境理论，我们引入了一线经理人力资源角色认同的概念模型，该模型扩展了当前有关一线经理有效实施人力资源的先决条件的理论。通过将人力资源角色与自我概念联系起来，人力资源经理的角色认同将引导其人力资源实施行为。我们还开发了一个多参与者的人力资源参与视角来探讨外籍经理人的人力资源角色认同，因为当外籍经理人认识到人力资源角色期望并按照期望行事时，角色认同被认为会增加。在解释多行为者人力资源投入的作用时，人力资源实施的氛围被认为是人力资源投入与flm的人力资源角色认同之间关系的中介，因为每个HR行为者创造的社会环境代表了flm对人力资源角色期望的解释。因此，我们提出了几个建议，作为未来努力的基准。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human Resource Management Review MANAGEMENT-

CiteScore

20.20

自引率

7.00%

发文量

审稿时长

48 days

期刊介绍： The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.