The impact of job demands and resources on the line managers' performance in HRM
DOI:
https://doi.org/10.51302/rtss.2020.914Keywords:
line managers, JD-R theory, HRM performance, HR devolution, AMO theoryAbstract
The process of devolving human resource (HR) practices now means that line managers (LMs) play a prominent role in their implementation. Given the significance of these actors, previous literature has identified a number of factors that either hinder (e. g., role ambiguity, role overload, and role conflict) or promote (e. g., training, HR instruments and incentives linked to HR goals) LMs' performance in HR tasks. The aim of this paper is twofold. First, drawing on the job demands-resources (JD-R) theory, our study examines the relative contribution of the hindering and enhancing factors of LMs' performance in HR tasks. Second, we analyse the mediator role of the ability, motivation and opportunity to participate perceived by LMs in HR tasks. Using data from a matched sample of 103 sales and HR managers of Spanish firms, our results reveal that role ambiguity perceived by LMs hinders their performance in HR tasks, whereas the job resources provided by the company have a positive effect on LMs' performance. We also found that the effect of role ambiguity on LMs' performance is mediated by their perceived ability and opportunity. Implications for research and practice are discussed.
Supporting Agencies
Esta investigación ha sido apoyada por la Generalitat Valenciana, Conselleria de Educación, Cultura y Deporte (20I352.01/1)
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