Frontline managers and human resource management: a social exchange theory perspective

Abstract

A front line manager's role is inherently relational. Front line managers engage in ongoing interpersonal exchanges with subordinates, human resource (HR) managers, and senior management. These relationships are at the heart of the role and are essential for its effective performance. The front line manager-employee relationship is the context in which people management activities are implemented, are perceived by employees, and shape attitudes and behaviours. Front line manager relationships with HR and senior managers are the avenues by which HR policies and strategy are communicated, negotiated, and understood. Relationships are thus a core consideration when examining the work of front line managers in facilitating the achievement of individual, group, and organisational goals. In this chapter, we focus on the most prominent theoretical approach to understanding workplace relationships - Social Exchange Theory (SET). The chapter has five aims. First, we provide a brief introduction to the relational component of the front line manager role, Second, we introduce the major features of SET. Third, we outline the relevance of SET and related perspectives to front line managers. Fourth, we outline key themes in research that takes a social exchange perspective on front line managers. Fifth, based upon identified gaps in that literature, we highlight promising directions for future research.