Specific Human Resource Practices Towards Middle Managers and Their Effects on Their Strategic Roles

Abstract

This research focuses on the contribution of human resource managers to activate and develop the potential of middle managers in a strategy development process. Precisely, the attention is directed on specific practices used by human resource managers and their effects on strategic roles of middle managers in emerging market companies. A survey questionnaire was distributed to 350 CEOs of large Tunisian companies participating in the Industrial Upgrading Program. The results of the application of structural equation methods show the existence and significant and positive effects of specific human resource practices on strategic roles of middle managers. Participation in the decisions and team/group incentives are used by middle managers and influence all strategic roles of middle managers. However, pre-employment training is used towards middle managers, but it has no effect on all strategic roles of middle managers.