Research Handbook on Line Managers

Edited by Keith Townsend, Professor of Human Resources and Employment Relations, Centre for Work, Organisation and Wellbeing, Griffith University, Australia, Anna Bos-Nehles, Assistant Professor in Human Resource Management, Faculty of Behavioural Management and Social Sciences, University of Twente, the Netherlands and Kaifeng Jiang, Department of Organization and Strategic Management, Peking University, China

• Contents:1 Line managers in human resource management: theory, analysis andnew developments 1Keith Townsend, Anna Bos-Nehles and Kaifeng JiangPART I THEORIES IN LINE MANAGEMENT RESEARCH2 A systems theory perspective on the frontline manager role 12Brian Harney and Qian Yi Lee3 Fitting the line: a review of person‒environment fit theory in linemanager research 29Adam Robertson and Jennifer Chelsea Veres4 Line managers, role theory and HRM 52Samantha Evans5 Frontline managers and human resource management: a socialexchange theory perspective 65Anindita Roy Bannya and Hugh T.J. Bainbridge6 Line managers and HRM: a relational approach to paradox 82Julia Brandl, Anne Keegan and Ina Aust7 The role of line managers in the formation of employees’ HR attributions 95Rebecca Hewett and Amanda ShantzPART II TOPICS IN LINE MANAGEMENT RESEARCH8 The underappreciated role of line managers in human resource management 114Joon Young Kim and Rebecca R. Kehoe9 Line manager capabilities and human resource practice implementation 136David M. Sikora10 The allocation of HRM responsibilities to line managers: where is itmost likely to happen? 156Michael Brookes and Chris Brewster11 Line managers in the public sector 169Eva Knies, Adelien Decramer and Mieke Audenaert12 HRM in small firms: owner-managers as line managers 184Carol Atkinson, Ben Lupton and Charles Dahwa13 The debateable leadership role of frontline managers 201Keith Townsend, Ashlea Troth and Rebecca Loudoun14 Line managers’ empowering leadership and employees’ task i-deals: anexplanation from self-determination theory 217Elise Marescaux, Anja Van den Broeck and Sophie De Winne15 Global talent management: the central role of line managers throughoutthe organisation in shaping and implementing effective GTM 237Karin A. King16 Line management and the resolution of workplace conflict in the UK 258Richard Saundry, Virginia Fisher and Sue Kinsey17 Almost at the top, but not quite: senior management’s sources of powerand their influence on HRM 270Atieh Mirfakhar, Jordi Trullen, and Mireia Valverde18 The role of line managers in the implementation of work adjustmentpractices for chronically ill employees: a qualitative study 285Silvia Profili, Alessia Sammarra, Laura Innocenti, and Anna C. Bos-Nehles19 Mental disability disclosure in the workplace: the role of line managers 305Rina Hastuti and Andrew R. Timming20 Line management in emergency services occupations: exploringpersonal challenges and organizational change in a uniformed culture 320Joanne Mildenhall and Leo McCannPART III FUTURE DIRECTIONS IN LINE MANAGEMENT RESEARCH21 The future of work: implications for the frontline manager’s role in HRimplementation 335Kathy Monks and Edel Conway22 The role of line managers in the implementation of digitalization 349Violetta Khoreva, Anna Bos-Nehles and Sari Salojärvi23 Reconceptualizing the HRM role of the line manager in the age ofartificial intelligence 367Ewold Drent, Maarten Renkema and Anna Bos-Nehles24 Line managers and the gig economy: an oxymoron? Paradox navigationin online labor platform contexts 388Jeroen Meijerink, Philip Rogiers and Anne KeeganIndex