Linking the Line Managers' Human Resource Management Role to Human Resource Management Effectiveness: Some Evidence from Malaysia

摘要

Using evidence drawn from case studies in three Malaysian airports, this paper examines the linkage between the line managers' HRM role and HRM effectiveness. Interviews were conducted with line managers, senior managers and HR representatives at three airports to explore their experience in linking the line managers' HRM role to HRM effectiveness. Four HR services areas have been identified as determinants to HRM effectiveness and expected from the line managers' HRM role: HR unit, employees, unit operation and value adding to the company. Change agent is the most important role to be performed by line managers in order to contribute to HRM effectiveness. However, the role evaluators believed that the linkage between the line managers' HRM role and HRM effectiveness only occur if line managers able to fulfil the expectations of their HRM role as perceived by other organizational members. The findings of this study have clear implications for organizations to continuously revising their HRM policies and procedures to meet with the changing demand of the line managers' HRM role. It is important for the organization to formulate the HRM policies that can be effectively communicated to the line managers as requirements to perform their role. This could be done if organizations concern on maximizing the contributions of the line management to HRM effectiveness.