Work

The “HR–line‐connecting HRM system” and its effects on employee turnover

Year: 2018

Type: article

Abstract: Although the importance of positive, trusting, and cooperative relations between HR professionals and line managers has been well documented, little is known about how organizations can systematically nurture such relationships. This article specifies the “HR–line‐connecting HRM system,” which consists of a bundle of HRM practices designed to improve the relationship between HR and line managers. Drawing on the social capital perspective and HR strength theory, we propose that such HRM practices develop HR managers' social networks with line managers and facilitate the formation of a shared language between them, which should in turn result in low employee turnover. Our theory is generally supported by empirical analyses on data from Chinese high‐tech firms.

Source: Human Resource Management

DOI: 10.1002/hrm.21905

Authors: Sunghoon Kim, Zhong‐Xing Su, Patrick M. Wright

Institutions: UNSW Sydney, Renmin University of China, University of South Carolina

Language: English

Topic: Human Resource and Talent Management

Subfield: Organizational Behavior and Human Resource Management

Field: Business, Management and Accounting

Domain: Social Sciences

SDG: Decent work and economic growth

Open Access status: green

Funder: National Natural Science Foundation of China