HR managers stereotyping frontline managers

IF 1.5 Q3 MANAGEMENT

International Journal of Training and Development Pub Date : 2023-07-17 DOI:10.1111/ijtd.12304

Laura Boehme, Darlene Russ-Eft, John Rovens, Andrew Rovens

引用次数: 0

Abstract

This study explored how human resource (HR) leaders' biased perceptions of frontline manager (FLM) effectiveness influence HR ratings of FLM competencies, resulting in insufficient training and job preparation for these critical employees. The literature review examined FLM research, ratings of supervisory competencies and the underlying theoretical frameworks of implicit leadership theory and leadership categorization theory, and their relationship to informal learning. The research used mixed methods, with a qualitative critical incident study to identify competencies, followed by a quantitative survey to compare ratings, followed by qualitative in-person interviews to confirm survey findings. Results revealed a significant difference between HR and other raters of FLMs, including the FLMs themselves, with regard to FLM effectiveness, and these differences are informed by HR stereotypes of FLMs. Recommendations and implications suggest HR's role in providing unbiased assessment could lead to essential FLM training and development.

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人力资源经理对一线经理的刻板印象

本研究探讨了人力资源领导者对一线经理(FLM)效能的偏见如何影响一线经理能力的HR评级，从而导致这些关键员工的培训和工作准备不足。文献综述考察了FLM研究、管理能力等级、内隐领导理论和领导分类理论的基本理论框架及其与非正式学习的关系。该研究采用了混合方法，首先是定性的关键事件研究来确定能力，然后是定量调查来比较评级，然后是定性的面对面访谈来确认调查结果。结果显示，人力资源管理人员与其他评价人员(包括人力资源管理人员本身)在人力资源管理有效性方面存在显著差异，这些差异与人力资源管理人员对人力资源管理人员的刻板印象有关。建议和启示表明，人力资源在提供公正评估方面的作用可能导致必要的FLM培训和发展。

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

International Journal of Training and Development MANAGEMENT-

CiteScore

3.40

自引率

11.10%

发文量

期刊介绍： Increasing international competition has led governments and corporations to focus on ways of improving national and corporate economic performance. The effective use of human resources is seen as a prerequisite, and the training and development of employees as paramount. The growth of training and development as an academic subject reflects its growth in practice. The International Journal of Training and Development is an international forum for the reporting of high-quality, original, empirical research. Multidisciplinary, international and comparative, the journal publishes research which ranges from the theoretical, conceptual and methodological to more policy-oriented types of work. The scope of the Journal is training and development, broadly defined. This includes: The determinants of training specifying and testing the explanatory variables which may be related to training identifying and analysing specific factors which give rise to a need for training and development as well as the processes by which those needs become defined, for example, training needs analysis the need for performance improvement the training and development implications of various performance improvement techniques, such as appraisal and assessment the analysis of competence Training and development practice the design, development and delivery of training the learning and development process itself competency-based approaches evaluation: the relationship between training and individual, corporate and macroeconomic performance Policy and strategy organisational aspects of training and development public policy issues questions of infrastructure issues relating to the training and development profession The Journal’s scope encompasses both corporate and public policy analysis. International and comparative work is particularly welcome, as is research which embraces emerging issues and developments.