Abstract
Assuming that HRM serves as a value creation function and despite the great research interest in HRM and performance linkage issue, there is still disputes concerning HRM nature, performance outcomes and the causal path involved in the linkage between two constructs. The paper proposes an answer to the question - how HRM practices can influence organizational performance. The approach of impact is based on role of line managers by delivering HRM practices. Acknowledging that there is the gap between what is formally determined and what is actually delivered, the role of line managers as essential intermediaries in shaping HRM practices and performance are revealed. Besides, the paper presents empirical research showing how the employee perceive the activities of line managers and indicating that the role of line managers in delivering practices has a positive relations with HRM practices and two affective human resource reactions: organizational commitment and job satisfaction. DOI: http://dx.doi.org/10.5755/j01.em.17.1.2294
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