Understanding the line managers’ HRM role expectations: Does size matter?
Mat, Nik Hazimah Nik & Barrett, Rowena (2015) Understanding the line managers’ HRM role expectations: Does size matter? Asian Social Science, 11(16), pp. 118-127.
Recent years have witnessed burgeoning interest in the line managers' contribution to HRM effectiveness. This effort requires organizations to consider important contextual conditions to ensure the desired organizational outcomes. This paper explores the significance of the organization size in understanding the line managers' involvement in HRM activities. Two case studies were conducted, one in a large and another in a small airport involving key members of the airport management who were closely related to the line managers' HRM role. Content analysis was employed to analyze data from the interviews and written documents. While there were many similarities in the line managers' HRM role, the differences in the line managers' HRM role expectations are also found to be related to differences in the size of the organization. More responsibility is expected from line managers in the large airport as compared to the small airport. This finding has important implications in aligning the HRM strategy and organizational outcomes through the line management contribution.
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|Item Type:||Journal Article|
|Keywords:||HRM Role, Line Managers, Organizational Size, Strategic HRM|
|Subjects:||Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Human Resources Management (150305)|
|Divisions:||Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
|Copyright Owner:||Copyright 2015 Canadian Center of Science and Education|
|Deposited On:||15 Jan 2016 01:04|
|Last Modified:||17 Jan 2016 22:28|
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