line managers
Line managers as implementers of HRM : the effect of line managers’ limitations on their HRM implementation effectiveness
72
Problems with implementing Human Resource practices : the view of HR and first line managers
70
Stakeholders' perceptions of the constraints line managers experience in effectively implementing HR practices The effect of internal and external attributions of constraints concerning the implementation of HR practices on the effectiveness of line managers' implementation of HR practices
83
Why improving your line managers people skills will improve your profits
7
Managing attendance at work : the role of line managers in the UK grocery retail sector
24
Board Heterogeneity and Organisational Performance: The Mediating Effects of Line Managers and Staff Satisfaction
44
Development and evaluation of online menopause awareness training for line managers in UK organizations
24
The Interaction between Top Management and Line Managers Implementing Strategic Directions into Praxis
11
The role of line managers in employee career management:an attachment theory perspective
43
Telework: the experiences of teleworkers, their non-teleworking colleagues and their line managers at the Conseil General du Finistere
326
The influence of employees' and line managers' attributions on job performance : a quantitative study on employee HR attributions, HRM co-production and line manager implementation attributions at Benchmark Electronics.
79
Psychological contract experience of survivor first-line managers during organisational downsizing: the mediating influence of culture in Nigeria
197
'They can’t be the buffer any longer' : front-line managers and class relations under white-collar lean production
19
Accountability mechanisms and the value of relationships: experiences of front-line managers at subnational level in Kenya and South Africa.
15
HR Roles Effectiveness and HR Contributions Effectiveness: Comparing Evidence from HR and Line Managers
6
Trusting Technology Shaping Relationships: Qualitative Research into the Relationship between Line Managers and Employees
49
Best Practice Guidance for Restorative Practitioners and their Case Supervisors and Line Managers and Conclusions and Recommendations of the Training
52
How Line Managers can shape Employees' Innovative Behavior through (In)formal Mechanisms and Behaviors
19
Organisational reward strategies and performance of front line managers: analysis of Pakistani textile industry
285
Line Managers' Involvement in Diversity Management An Outlook into the Future
45