67 results on '"*LINE managers"'
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2. Engaging the missing actor: lessons learned from an age-management intervention targeting line managers and their HR partners
3. Untangling the role of CEOs' political ideology in the provision and inclusiveness of work–family policies: a multi-level conceptual model
4. Homophily: functional bias to the talent identification process?
5. Line managers' perceptions of diversity management: insights from a social exchange theory perspective
6. Subtle workplace discrimination inhibiting workers with intellectual disability from thriving at the workplace
7. Employee voice behaviour and high-performance work systems
8. High-performance work systems and employee voice behaviour: an integrated model and research agenda
9. Frontline managers' implementation of the formal and informal performance management systems
10. Skilled migrant employees' perceptions of support from line managers
11. Job strain, gender and well-being at work: a case study of public sector line managers
12. Collective turnover: organization design and processes or contagion effects?
13. Barriers to frontline manager support for high-trauma workers
14. Support for supervisors: HR enabling flexible work
15. Front-line service managers’ misbehaviour and disengagement: the elephant in the store?
16. Perceived formal authority and the effectiveness of the HR department in Vietnam
17. Two modes of learning-oriented leadership: a study of first-line managers
18. Engaging leaders at two hierarchical levels in organizational health interventions : Insights from the intervention team
19. Factors that foster or prevent sense of belonging among social and health care managers
20. HR orientations and HR department effectiveness in Vietnam
21. Does e-HRM improve labour productivity? A study of commercial bank workplaces in Pakistan
22. The evolution of devolution in HR
23. Sense of community, organizational commitment and quality of services
24. Training of new managers: why are we kidding ourselves?
25. Repatriation and (perceived) organisational support (POS) : The role of and interaction between repatriation supporters
26. The manager as employer agent : The role of manager personality and organizational context in psychological contracts
27. Effective training for first-line managers : An emphasis on soft skills is important
28. Supervisor support as a moderator between work schedule flexibility and job stress : Some empirical evidence from Sri Lanka
29. Learning culture, line manager and HR professional practice
30. Affirming our ideals at work
31. Antecedents of trust in supervisors, subordinates, and peers
32. The missing link between emotional demands and exhaustion
33. Formulating policy with a parallel organization: how a CEO integrated independent divisions
34. Young workers' experiences of abusive leadership
35. Why supervisors make idiosyncratic deals: antecedents and outcomes of i‐deals from a managerial perspective
36. Relationship between emotional intelligence and transformational leadership of supervisors : The impact on team effectiveness
37. Involving British line managers in HRM in a small non‐profit work organisation
38. Strategic integration of human resource management practices : Perspectives of two major Japanese electrical and electronics companies in Malaysia
39. Assessment of labor behavior factors and selecting line managers' lines of development at Russian industrial enterprises
40. The nature of the changing role of first‐tier managers: a long‐cycle approach
41. From administrative expert to strategic partner
42. Retaliation against supervisory mistreatment : Negative emotion, group membership, and cross‐cultural difference
43. Understanding employees' reactions to supervisors' influence behaviors : A community sample predicting employee commitment, turnover, and stress
44. Consistency in employee discipline: an empirical exploration
45. The influence of supervisory‐support climate and unemployment rate on part‐time employee retention : A multilevel analysis
46. Teams as substitutes for leadership
47. A competency‐based model for construction supervisors in developing countries
48. “High commitment” strategies : It ain't what you do; it's the way that you do it
49. Developing leadership competence of production unit managers
50. Line managers’ views on adopting human resource roles: the case of Hilton (UK) hotels
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