Antecedents of front-line managers' perceptions of HR role stressors

Personnel Review

Volumn 40, Issue 5, 2011, Pages 549-569

  Gilbert, Caroline ^a   de Winne, Sophie ^a   Sels, Luc ^a  

^a UNIVERSITY OF LEUVEN   (Belgium)

Author keywords

Human resource competencies; Human resource devolution; Human resource incentives; Human resource management; Human resource role stressors; Human resource support; Perception

Indexed keywords

EID: 79961145368     PISSN: 00483486     EISSN: None     Source Type: Journal    
DOI: 10.1108/00483481111154432     Document Type: Article

References (55)

1. Andersen, K.K., Cooper, B.K. and Zhu, C.J. (2007), “The effect of SHRM practices on perceived firm financial performance: some initial evidence from Australia”, Asia Pacific Journal of Human Resources, Vol. 45 No. 2, pp. 168-79.
2. Ashforth, B.E. (2001), Role Transitions in Organizational Life: An Identity-Based Perspective, Lawrence Erlbaum Associates, Mahwah, NJ.
3. Bacharach, S.B., Bamberger, P. and Conley, S.C. (1990), “Work processes, role conflict, and role overload: the case of nurses and engineers in the public sector”, Work and Occupations, Vol. 17 No. 2, pp. 199-228.
4. Bowen, D.E. and Ostroff, C. (2004), “Understanding HRM-firm performance linkages: the role of the ‘strength’ of the HRM system”, Academy of Management Review, Vol. 29 No. 2, pp. 203-21.
5. Bredin, K. and Söderlund, J. (2007), “Reconceptualising line management in project-based organizations: the case of competence coaches at Tetra Pak”, Personnel Review, Vol. 36 No. 5, pp. 815-33.
6. Carlson, D.S. and Perrewé, P.L. (1999), “The role of social support in the stressor-strain relationship: an examination of work-family conflict”, Journal of Management, Vol. 25 No. 4, pp. 513-40.
7. Cascón-Pereira, R., Valverde, M. and Ryan, G. (2006), “Mapping out devolution: an exploration of the realities of devolution”, Journal of European Industrial Training, Vol. 30 No. 2, pp. 129-51.
8. den Hartog, D.N., Boselie, P. and Paauwe, J. (2004), “Performance management: a model and research agenda”, Applied Psychology, Vol. 53 No. 4, pp. 556-69.
9. Diamantopoulos, A. and Winklhofer, H.M. (2001), “Index construction with formative indicators: an alternative to scale development”, Journal of Marketing Research, Vol. 38 No. 2, pp. 269-77.
10. Doty, D.H. and Glick, W.H. (1998), “Common methods bias: does common methods variance really bias results?”, Organizational Research Methods, Vol. 1 No. 4, pp. 374-406.
11. Duxbury, L., Lyons, S. and Higgins, C. (2008), “Too much to do, and not enough time: an examination of role overload”, in Korabik, K., Lero, D.S. and Whitehead, D.L. (Eds), Handbook of Work-Family Integration, Elsevier, London, pp. 125-40.
12. Eagly, A.H. and Carli, L.L. (2007), Through the Labyrinth: The Truth about How Women Become Leaders, Harvard Business School Press, Boston, MA.
13. Gaither, C.A., Kahaleh, A.A., Doucette, W.R., Mott, D.A., Pederson, C.A. and Schommer, J.C. (2008), “A modified model of pharmacists' job stress: the role of organizational, extra-role, and individual factors on work-related outcomes”, Administrative Pharmacy, Vol. 4 No. 3, pp. 231-43.
14. Gilbert, C., De Winne, S. and Sels, L. (2011), “The influence of line managers and HR department on employees' affective commitment”, The International Journal of Human Resource Management (forthcoming).
15. Gilboa, S., Shirom, A., Fried, Y. and Cooper, C. (2008), “A meta-analysis of work demand stressors and job performance: examining main and moderating effects”, Personnel Psychology, Vol. 61 No. 2, pp. 227-71.
16. Glazer, S. and Beehr, T.A. (2005), “Consistency of implications of three role stressors across four countries”, Journal of Organizational Behavior, Vol. 26 No. 5, pp. 467-87.
17. Hackman, J.R. and Oldham, G.R. (1976), “Motivation through design of work – test of a theory”, Organizational Behavior and Human Performance, Vol. 16 No. 2, pp. 250-79.
18. Hales, C. (2005), “Rooted in supervision, branching into management: continuity and change in the role of first-line manager”, Journal of Management Studies, Vol. 42 No. 3, pp. 471-506.
19. Harris, L., Doughty, D. and Kirk, S. (2002), “The devolution of HR responsibilities – perspectives from the UK's public sector”, Journal of European Industrial Training, Vol. 26 No. 5, pp. 218-29.
20. House, J.S. (1981), Work Stress and Social Support, Addison-Wesley, Reading, MA.
21. Hu, L. and Bentler, P.M. (1998), “Fit indices in covariance structure modeling: sensitivity to underparameterized model misspecification”, Psychological Methods, Vol. 3 No. 4, pp. 424-53.
22. Jackson, S.E. and Schuler, R.S. (1985), “A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settings”, Organizational Behavior and Human Decision Processes, Vol. 36 No. 1, pp. 16-78.
23. Jackson, S.E. and Schuler, R.S. (2003), Managing Human Resources through Strategic Partnerships, South-Western, Cincinnati, OH.
24. Jones, E., Chonko, L., Rangarajan, D. and Roberts, J. (2007), “The role of overload on job attitudes, turnover intentions, and salesperson performance”, Journal of Business Research, Vol. 60 No. 7, pp. 663-71.
25. Kahn, R.L., Wolfe, D.M., Quinn, R.P., Snoek, J.D. and Rosenthal, R.A. (1964), Organizational Stress: Studies in Role Conflict and Ambiguity, Wiley, New York, NY.
26. Karasek, R.A. (1979), “Job demands, job decision latitude, and mental strain – implications for job redesign”, Administrative Science Quarterly, Vol. 24 No. 2, pp. 285-308.
27. Katz, D. and Kahn, R.L. (1978), The Social Psychology of Organizations, 2nd ed., Wiley, New York, NY.
28. Lankau, M.J., Carlson, D.S. and Nielson, T.R. (2006), “The mediating influence of role stressors in the relationship between mentoring and job attitudes”, Journal of Vocational Behavior, Vol. 68 No. 2, pp. 308-22.
29. LeBreton, J.M. and Senter, J.L. (2008), “Answers to 20 questions about inter-rater reliability and inter-rater agreement”, Organizational Research Methods, Vol. 11 No. 4, pp. 815-52.
30. McConville, T. (2006), “Devolved HRM responsibilities, middle-managers and role dissonance”, Personnel Review, Vol. 35 No. 6, pp. 637-53.
31. McConville, T. and Holden, L. (1999), “The filling in the sandwich: HRM and middle managers in the health sector”, Personnel Review, Vol. 28 Nos 5-6, pp. 406-424.
32. McGovern, P., Gratton, L., Hope Hailey, V., Stiles, P. and Truss, C. (1997), “Human resource management on the line?”, Human Resource Management Journal, Vol. 7 No. 4, pp. 12-29.
33. Maxwell, G.A. and Watson, S. (2006), “Perspectives on line managers in human resource management: Hilton International's UK hotels”, International Journal of Human Resource Management, Vol. 17 No. 6, pp. 1152-70.
34. Nehles, A.C., van Riemsdijk, M.J. and Looise, J.C. (2008), “Assessing the constraints of HR implementation: development and validation of a research instrument”, paper presented at the Academy of Management Annual Meeting, Anaheim, CA, 8-13 August.
35. Nehles, A.C., van Riemsdijk, M., Kok, I. and Looise, J.K. (2006), “Implementing human resource management successfully: a first-line management challenge”, Management Review, Vol. 17 No. 3, pp. 256-73.
36. Newton, T.J. and Keenan, A. (1987), “Role stress reexamined: an investigation of role stress predictors”, Organizational Behavior and Human Decision Processes, Vol. 40 No. 3, pp. 346-68.
37. Peiró, J.M., González-Romá, V. and Lloret, S. (1994), “Role stress antecedents and consequences in nurses and physicians working in primary health care teams: a causal model”, European Review of Applied Psychology, Vol. 44 No. 2, pp. 105-14.
38. Peiró, J.M., González-Romá, V., Tordera, N. and Mañas, M.A. (2001), “Does role stress predict burnout over time among health care professionals?”, Psychology and Health, Vol. 16 No. 5, pp. 511-25.
39. Perry, E.L. and Kulik, C.T. (2008), “The devolution of HR to the line: implications for perceptions of people management effectiveness”, International Journal of Human Resource Management, Vol. 19 No. 2, pp. 262-73.
40. Peterson, M.F., Smith, P.B., Akande, A., Ayestaran, S., Bochner, S., Callan, V., Cho, N.G., Jesuino, J.C., D'Amorim, M., Francois, P., Hofmann, K., Koopman, P.L., Leung, K., Lim, T.K., Mortazavi, S., Munene, J., Radford, M., Ropo, A., Savage, G., Setiadi, B. and Sinha, T.N. (1995), “Role conflict, ambiguity, and overload: a 21-nation study”, Academy of Management Journal, Vol. 38 No. 2, pp. 429-52.
41. Podsakoff, P.M. and Organ, D.W. (1986), “Self-reports in organizational research: problems and prospects”, Journal of Management, Vol. 12 No. 4, pp. 531-44.
42. Podsakoff, P.M., Bommer, W.H., Podsakoff, N.P. and MacKenzie, S.B. (2006), “Relationships between leader reward and punishment behavior and subordinate attitudes, perceptions, and behaviors: a meta-analytic review of existing and new research”, Organizational Behavior and Human Decision Processes, Vol. 99 No. 2, pp. 113-42.
43. Rappe, C. and Zwick, T. (2007), “Developing leadership competence of production unit managers”, Journal of Management Development, Vol. 26 No. 4, pp. 312-30.
44. Reilly, M.D. (1982), “Working wives and convenience consumption”, The Journal of Consumer Research, Vol. 8 No. 4, pp. 407-18.
45. Rizzo, J.R., House, R.J. and Lirtzman, S.I. (1970), “Role conflict and ambiguity in complex organizations”, Administrative Science Quarterly, Vol. 15 No. 2, pp. 150-62.
46. Sims, H.P. and Szilagyi, A.D. (1976), “Job characteristic relationships: individual and structural moderators”, Organizational Behavior and Human Performance, Vol. 17 No. 2, pp. 211-30.
47. Slattery, J.P., Selvarajan, T.T. and Anderson, J.E. (2008), “The influences of new employee development practices upon role stressors and work-related attitudes of temporary employees”, International Journal of Human Resource Management, Vol. 19 No. 12, pp. 2268-93.
48. Tubre, T.C. and Collins, J.M. (2000), “Jackson and Schuler (1985) revisited: a meta-analysis of the relationships between role ambiguity, role conflict, and job performance”, Journal of Management, Vol. 26 No. 1, pp. 155-69.
49. Van Sell, M., Brief, A.P. and Schuler, R.S. (1981), “Role conflict and role ambiguity: integration of the literature and directions for future research”, Human Relations, Vol. 34 No. 1, pp. 43-71.
50. Wong, S., DeSanctis, G. and Staudenmayer, N. (2007), “The relationship between task interdependency and role stress: a revisit of the job demands-control model”, Journal of Management Studies, Vol. 44 No. 2, pp. 284-303.
51. Wright, B.E. and Millesen, J.L. (2008), “Non-profit board role ambiguity: investigating its prevalence, antecedents, and consequences”, American Review of Public Administration, Vol. 38 No. 3, pp. 322-38.
52. Wright, P.M. and McMahan, G.C. (1992), “Theoretical perspectives for strategic human resource management”, Journal of Management, Vol. 18 No. 2, pp. 295-320.
53. Xie, J.L. and Johns, G. (1995), “Job scope and stress: can job scope be too high?”, Academy of Management Journal, Vol. 38 No. 5, pp. 1288-309.
54. Yukl, G., Gordon, A. and Taber, T. (2002), “A hierarchical taxonomy of leadership behavior: integrating a half century of behavior research”, Journal of Leadership and Organizational Studies, Vol. 9 No. 1, pp. 15-32.
55. Zwick, W.R. and Velicer, W.F. (1986), “A comparison of five rules for determining the number of components to retain”, Psychological Bulletin, Vol. 99 No. 3, pp. 432-42.