A Study On Constraints For The Performance Of First Line Managers’ HR Practices

As the coming of the knowledge economy era, the competitive environment has beenconstantly changing. The human resource management practices in organizations becomemore and more diversified. The ones should take the responsibility for human resourceactivities are no longer HR experts only, in order to achieve the effective HR performance,HR department has to cooperate with other departments within their organization toaccomplish the managerial activities. However, in the non-HR departments, the first linemanagers are the role who performs human resource activities and achieves high humanresource performance at the workplace because they are the manager and the executive at thefront-line. Whereas, how can the first line managers perform the HR practices efficiently?What kinds of factors constrain them in practicing HR activities? How are the constraintsrelated to the HR performance of first line managers? Therefore, this research is based thefirst line managers in organizations, discuss about the constraints for first line managerspracticing HR activities and about the relation between these constraints and the performanceof first line managers’ HR practices. Meanwhile, this study introduces a moderator variable,which is called the support from HR department. This may help others understand the linkagebetween the constraints and performance in practicing HR activities of first line managers. Itis valuable for both researchers and practitioners.This study is based on various methods, such as literature analysis, interview relevantexperts, and questionnaire and so on, discussing the relationship among the desire, capability,competency, police and procedure, and performance of first line managers in practicing HRactivities. Also, the support from HR department is considered as a moderator between theseconstraints and performance. The main contents include five parts (1) Theoretical studies ofthe first line manager and human resource practices;(2) Study the structure of the constraintsfor first line managers, support from HR department and the performance of first line managein practicing HR activities;(3) causal relationship among those constraints and performanceof first line manage in HR practices;(4) Support from HR department’s moderating betweenthe four constraints and HR performance of first line managers; and (5) The inspiration of enterprise practices for organizations.The result shows that desire, capability, competency, policy and procedure are positiverelated to the performance of first line manager’s HR practices. The service support from HRdepartment has the moderating effects between the constraints of competency, policyprocedure and performance of first line manager’s HR practices, not between desire andcapability. The behavior support from HR department has the moderating effects between theconstraints of desire, competency and performance of the first line manager’s HR practices,not between capability and policy and procedure.