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How line-manager leadership styles and employee-perceived HRM practices contribute to employee performance: a configurational perspective

How line-manager leadership styles and employee-perceived HRM practices contribute to employee... This paper aims to carry out a study on the combined effects of leadership styles and human resource management (HRM) practices on employee performance. Based on configurational theory, this study integrates task-oriented leadership, relations-oriented leadership, change-oriented leadership and human resource hygiene practices (HRHPs) and human resource motivation practices (HRMPs) to detect distinct configurations of leadership styles and HRM practices that may lead to high and not-high employee performance.Design/methodology/approachFuzzy-set qualitative comparative analysis (fsQCA) was adopted to identify the configurations of conditions associated with the outcome, with data obtained from 108 employees and 32 line-managers in China through structured interview and questionnaire survey.FindingsThe results show that there are five sufficient configurations for the presence of high employee performance and three for performance's absence. Relation-oriented leadership, HRMPs and enterprise property are more important conditions to employee performance than others. Furthermore, no single condition constitutes a necessary condition for causing the high or not-high employee performance.Originality/valueCompared to previous studies that mainly focused on linear relationships, this study applies the fsQCA method to explore how matching different leadership styles and HRM practices could bring about high and not-high employee performance, which provides evidence for the three propositions of “multiple conjunctural causation,” “equifinality” and “asymmetry.” http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

How line-manager leadership styles and employee-perceived HRM practices contribute to employee performance: a configurational perspective

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References (56)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0143-7739
DOI
10.1108/lodj-04-2022-0202
Publisher site
See Article on Publisher Site

Abstract

This paper aims to carry out a study on the combined effects of leadership styles and human resource management (HRM) practices on employee performance. Based on configurational theory, this study integrates task-oriented leadership, relations-oriented leadership, change-oriented leadership and human resource hygiene practices (HRHPs) and human resource motivation practices (HRMPs) to detect distinct configurations of leadership styles and HRM practices that may lead to high and not-high employee performance.Design/methodology/approachFuzzy-set qualitative comparative analysis (fsQCA) was adopted to identify the configurations of conditions associated with the outcome, with data obtained from 108 employees and 32 line-managers in China through structured interview and questionnaire survey.FindingsThe results show that there are five sufficient configurations for the presence of high employee performance and three for performance's absence. Relation-oriented leadership, HRMPs and enterprise property are more important conditions to employee performance than others. Furthermore, no single condition constitutes a necessary condition for causing the high or not-high employee performance.Originality/valueCompared to previous studies that mainly focused on linear relationships, this study applies the fsQCA method to explore how matching different leadership styles and HRM practices could bring about high and not-high employee performance, which provides evidence for the three propositions of “multiple conjunctural causation,” “equifinality” and “asymmetry.”

Journal

Leadership & Organization Development JournalEmerald Publishing

Published: Mar 8, 2023

Keywords: Task-oriented leadership; Relation-oriented leadership; Change-oriented leadership; HRHPs; HRMPs; Fuzzy-set qualitative comparative analysis

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