People Management: Aligning Leadership Behaviours and HR Practices

People management focuses on the practical implementation of Human Resource (HR) practices, such as pay, training, development, and employee health, rather than their theoretical design. It also emphasises the leadership behaviours that influence how these practices are executed, as perceived by employees and managers. These perceptions, known as “HR attributions,” are crucial because they shape employee attitudes.

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Nishii, Lepak, and Schneider (2008) introduced the concept of HR attributions, highlighting their impact on employee behaviour. Their research revealed that practices perceived as commitment-focused - those aimed at enhancing service quality and employee wellbeing - positively influence attitudes. In contrast, control-focused practices, designed to cut costs or exert control, tend to harm employee morale.

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A distinction exists between intended, implemented, and perceived HR practices. Intended practices are those designed by senior or HR management to achieve specific goals. Implemented practices refer to how these strategies are applied in practice, typically by line managers. However, the way employees experience and judge these practices results in perceived practices. Notably, not all intended practices are implemented as planned, leading to variations in employee perception.

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Two key components define how people management operates: managers’ leadership behaviours and their use of HR practices. For frontline managers (FLMs) to effectively motivate and manage employees, they require well-designed HR tools. However, their ability to apply these tools successfully depends on their leadership style. A symbiotic relationship exists between leadership behaviours and HR practices; when aligned, they reinforce each other and contribute to better employee outcomes.

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The role of frontline managers in people management is unique because of the discretionary nature of their HR responsibilities. Purcell and Hutchinson (2007) suggest that FLMs' ability to implement HR practices often depends on their leadership style and the degree of formalisation in their organisation’s HR policies. This variability explains differences in how employees perceive HR practices across different settings.

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Effective leadership behaviours in the context of people management include supporting, developing, recognising, and empowering employees. These relations-oriented behaviours directly impact performance by fostering a positive work environment.

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People management requires a systematic approach that aligns the symbiotic relationship between leadership behaviours and HR practices. This alignment ensures that line managers provide meaningful support to employees, enabling them to perform effectively in their roles. By operationalising people management in this way, organisations can maximise both employee wellbeing and organisational performance.

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References

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Purcell, J., & Hutchinson, S. (2007). Front-line managers as agents in the HRM-performance causal chain: Theory, analysis and evidence. Human Resource Management Journal, 17(1), 3–20. https://doi.org/10.1111/j.1748-8583.2007.00022.x