The Influence of Line Managers and HR Department on Employees’ Affective Commitment

Abstract

Based on social exchange theory, we investigate the impact of HRM investments made by two important HR actors, i.e. line managers and the HR department, on employees’ affective commitment. More specifically, we examine the independent and joint impact of three different independent variables: the line manager’s enactment of HR practices, the line manager’s relations-oriented leadership behaviour and the HR department’s service quality. We contribute to existing literature in two ways. First, we pay attention to the HRM role of line managers, a topic largely neglected in SHRM research. Second, we focus on perceived HRM rather than intended HRM, because this is seen as the driver of employees’ attitudinal and behavioural reactions. Data for this study were collected among 1363 employees (response rate 72%), working in three different service organizations. The results of a moderated regression analysis indicate that line managers can enhance employee affective commitment by both the effective enactment of HR practices and good relations-oriented leadership behaviour. High service quality by the HR department has an additional positive effect on employees’ affective commitment. Implications for research and practice are discussed.