Role of First Line Manager: Strategic Leadership in Implementing Successful PMS
DOI:
https://doi.org/10.18034/abr.v2i1.115Keywords:
Strategic Leader, High Performance Work Systems, Performance Management System, Telecommunication CompaniesAbstract
The paper studies the role of first line managers as strategic leaders in Bangladesh ensuring successful implementation of efficient performance management system (PMS), in high performance work systems (HPWS). In this paper, importance of PMS in HPWS has been discussed briefly with the light of previously done scholarly works. Then the paper draws attention on Bangladesh’s perspective of first line managers’ role as strategic leaders in major telecommunication companies, (which are considered as HPWS) in implementing PMS. To do this, quantitative data from handful of major telecommunication companies operating in Bangladesh have been collected and the whole concept has been explained with aid of a model.
JEL Classification Code: M120
Downloads
References
A. Haque and M. Hossain, “Performance Evaluation of Bangladeshi Apparel and Textile Supply Chain Network: A Case Study,” Proc. International Business Re-search Conf. 2011.
A. Mohrman and S. Mohrman, “Performance Management is Running the Busi-ness,” Compensation and Benefits Review, issue. July - August, pp. 67-75, 1995.
A. Zafour, Human Resource Management Practices in Bangladeshi Organizations, viewed 5 March 2011, available at: http://www.docstoc.com/docs/5544600/Human-Resource-Management-Practices-in-Bangladeshi-Organizations-A-Case-Study-on-Bangladesh-CEntre-for-Communication-Program
A.A. Thompson and A.J. Strickland, Strategic Management: Concepts and Cases, 13th ed., New York: McGraw-Hill.
A.J. Morrison, “Developing Global Leadership Model,” Human Resource Management, vol. 39, no. 2, pp. 117-131, 2000.
B.W. Tracey, Coaching Competencies and Corporate Leadership, USA: St. Lucie Press, 2003.
C. Ichniowski, T. Kochan, D. Levine, C. Olson, and G. Strauss, “What Worksat Work: Overview and Assessment,” Industrial Relations, vol. 35, no. 3, pp. 299-333, 2009.
C. Jooste and B. Fourie, “The Role of Strategic Leadership in Effective Strategy Imple-mentation: Perceptions of South African Strategic Leaders,” Southern African Business Review, vol. 13, no. 3, pp.51-68, 2009.
C. Ostroff and D.E. Bowen, Moving HR to a Higher Level: HR Practices and Organization-al Effectiveness, K.J. Klein and S.W.J. Kozlowski, eds., San Francisco: Jossey-Bass, 2000.
D. Elmuti, W. Minnis, and M. Abebe, “Does Education Have a Role in Developing Leadership Skills?,” Management Decision, vol. 43, no. 7-8, pp. 1018-1031, 2005.
D. N. den Hartog, P. Boselie, and J. Paauwe, “Performance Management: A Model and Research Agenda,” Applied Psychology: An International Review, vol. 53, no. 4, pp.556-569, 2004.
D. Renwick, “Line Manager Involvement in HRM: An Inside View,” Employee Rela-tions, vol. 25, no. 3, pp. 262-280, 2003.
D. Ulrich and W. Brockbank, The HR Value Proposition, Boston: Harvard Business School Press, 2005.
D. Ulrich, J. Zenger, and N. Smallwood, Results Based Leadership, Boston: Harvard Business School Press, 1999.
D.P. Lepak, H. Liao, Y. Chung, and E.E. Harden, “A Conceptual Review of Human Resource Management Systems in Strategic Human Resource Management Research,” Research in Personnel and Human Resource Management, vol. 25, pp. 217-271, 2006.
E. Applebaum, T. Bailey, P. Berg and A. Kalleberg, Manufacturing Advantage: Why High-Performance Systems Pay Off, New York: ILR Press Ithaca, 2000.
G. Dreher and T. Dougherty, Human Resource Strategy: A Behavioural Perspective for the General Manager, Boston: McGraw-Hill Irwin, 2002.
I. Morgan and J. Rao, “Aligning Service Strategy Through Super-measure Manage-ment,” Academy of Management Executives, vol. 16, no. 4, pp. 121-135, 2002.
J. Collins, Good to Great, London: Random House, 2001.
J. Purcell and S. Hutchinson, “Front-line Managers as Agents in the HRM Perfor-mance Causal Chain: theory, Analysis and Evidence,” Human Resource Man-agement Journal, vol. 17, no. 1, pp. 3-20, 2007.
J. Purcell, N. Kinnie, S. Hutchinson, B. Rayton, and J. Swart, Understanding the People and PErformance Link: Unlocking the Black Box, London: Chartered Institute of Professional Development, 2003.
J. Sung and D. Ashton, High Performance Work Practices: Linking Strategy and Skills to Performance Outcomes, London: Chartered Institute of Professional Develop-ment, 2005.
J.A. Ameen, Banglalink Orascom Telecom BD Ltd. personal communication, 2012.
J.A. Mello, Strategic Human Resource Management, India: Cengage Learning, 2011.
J.A. Pearce and R.B. Robinson, Formulation, Implementation and Control of Competitive Strategy, 9th ed., Boston: McGraw-Hill Irwin, 2007.
J.P. Campbell, R. McCloy, S. Oppler, and C. Sager, A Theory of Performance: Personnel Selection in Organisations, San Francisco: Jossey-Bass, 1993.
J.P. Doh, “Can Leadership Be Taught? Perspective from Management Educators,” Academy of Management Learning and Education, vol. 2, no. 1, pp. 54-67, 2003.
J.P. MacDuffie, “Human Resource Bundles and Manufacturing Performance: Or-ganizational Logic and Flexible Production Systems in the World Auto Indus-try,” Industrial and Labor Relations Review, vol. 48, no. 2, pp. 197-221, 1995.
J.R. Detert and E.R. Burris, “Leadership Behavior and Employee Voice: Is the Door Really Open?,” Academy of Management Journal, vol. 50, no. 4, pp.556-569, 2007.
L. Bossidy and R. Charan, Execution: The Discipline of Getting Things Done, London: Random House, 2002.
L. Gratton, V. Hope-Hailey, P. Stiles, and C. Truss, “Linking Individual Performance to Business Strategy: The People Process Model,” Human Resource Management, vol. 38, no. 1, pp. 17-31, 1999.
L. Hall and D. Torrington, Letting Go or Holding On - The Devolution of Operational Personnel Activities,” Human Resource Management Journal, vol. 8, no. 1, pp. 41-55, 1998.
L.D. Alexander, “Successfully Implementing Strategic Decisions,” Long Range Plan-ning, vol. 18, no. 3, pp. 91-97, 1985.
L.G. Hrebiniak, Making Strategy Work: Leading Effective Execution and Change, New Jersey: Wharton School Publishing, 2005.
M. Armstrong and A. Baron, “Reward Strategies and Trends in the UK: The Land of Diverse and Pragmatic Dreams,” Compensation Benefits Review, vol. 37, no. 4, pp.41-53, 2005.
M. Beer, and R.A. Eisenstat, “The Six Silent Killers of Strategy Implementation”, Sloan Management Review, vol. Summer, no. 29, 2000.
M. F. Chowdhury, “Performance Management Practices in Organizations Opera-tion in Bangladesh: A Deeper Examination,” World Review of Business Research, vol. 1, no. 2, pp.153-167, 2011.
M. Freedman and B.B. Tregoe, The Art and Discipline of Strategic Leadership, New York: McGraw-Hill, 2003.
M. Mahmood, “Strategy, Structure and HRM Practices in Multinational Subsidiaries: European MNCs in a Developing Country Context,” Proc. International Business Research Conf. 2010.
M.A. Huselid, “The Impact of Human Resource Management Practices on Turno-ver, Productivity and Corporate financial Performance,” Academy of Manage-ment Journal, vol. 38, pp. 635-672, 1995.
M.F. Chowdhury, “Bleak House or Bright Future?: Performance Management in Bangladeshi Organizations,” Proc. Asia-Pacific Business Research Conf. 2011.
N. Heraty and M. Morley, “Line Managers and Human Resource Development,” Journal of European Industrial Training, vol. 19, no. 10, pp. 31-37, 1995.
N. Kinnie, S. Hutchinson, J. Purcess, B. Rayton, and J. Swart, “Satisfaction with HR Practices and Commitment to the Organisation: Why Only Size Does Not Fit All,” Human Resource Management Journal, vol. 15, no. 4, pp. 9-29. 2005.
P. Boxall and J. Purcell, Strategy and Human Resource Management: Management, Work and Organisations. New York: Palgrave Macmillan, 2003.
P. McGovern, L. Gratton, V. Hope-Hailey, and C. Truss, “Human Resource Man-agement on the Line,” Human Resource Management Journal, vol. 7, no. 4, pp. 12-29, 1997.
P.M. Wright and L.H. Nishii, Strategic HRM and Organizational Behavior: Integrating Multiple Levels of Analysis, New York: Cornell University Press, 2006.
P.M. Wright, L.M. Gardner, and L.M. Moynihan, “The Impact of HR Practices on the Performance of Business,” Human Resource Management Journal, vol. 13, pp. 21-36, 2003.
R.A. Noe, Employee Training and Development, New York: McGraw-Hill, Irwin, 2007.
R.L. Lynch, Corporate Strategy, London: Pitman, 2006.
R.M. Tonmoy, GrameenPhone Ltd.personal communication, 2012.
R.S. Kaplan and D.P. Norton, Strategy Maps: Turning Intangible Assets into Tangible Results, Boston: Harvard Business School Press, 2004.
R.S. Kaplan and D.P. Norton, The Strategy Focused Organisation: How Balanced Scorecard Companies thrive in the New Business Environment, Boston: Harvard Business School Press, 2004.
S. Ahmed, GrameenPhone Ltd. personal communication, 2012.
S. Gilmore and S. Williams, Human Resource Management, New York: Oxford Univer-sity Press, 2011.
S. Hutchinson and J. Purcell, “Managing Ward Managers for Roles in HRM in the NHS: Overworked and Under-resourced,” Human Resource Management Jour-nal, vol. 20, no. 4, pp. 357-374, 2010.
S. Hutchinson and J. Purcell, Bringing Policies to Life: The Vital Role of Front Line Manag-ers in People Management, London: Chartered Institute of Personnel and Devel-opment, 2003.
S.E. Khilji and X. Wang, “Intended and Implemented HRM: The Missing Linchpin in Strategic Human Resource Management Research,” International Journal of Human Resource Management, vol. 17, no. 1, pp. 1171-1189, 2006.
T.G. Gutteridge, Z.B. Leibowitz, and J.E. Shore, “A New Look at Organizational Career Development,” Human Resource Planning, vol. 16, no. 2, pp. 71-84, 1993.
--0--
Published
Issue
Section
License
Asian Business Review is an Open Access journal. Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal the right of first publication with the work simultaneously licensed under a CC BY-NC 4.0 International License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of their work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgment of its initial publication in this journal. We require authors to inform us of any instances of re-publication.
How to Cite
