 First-line management – the operational and ethical challengesMichel Mestre, Lorice Stainer and Alan Stainer International Journal of Human Resources Development and Management, 2007, vol. 7, issue 2, 105-118 Abstract: The role which organisations should play in moulding human behaviour and culture is of prime of importance. A better understanding of the mind of first-line managers should enable businesses to effectively set operational goals and targets as well as address what is entailed. To stay competitive, organisations are to reassess and rethink their processes and practices in the area of human development, especially in relation to their first-line managers. This is a domain long neglected and under-rated. It is argued that changes in organisational design and structure underscore the pivotal role of first-line managers because they, not only represent a major link in the management chain, but also directly control the majority of the workforce. It is intended to fill the gap with respect to the function of first-line management and its perception and focus on the relationship between effective operations, enhanced performance in a good ethical climate. Keywords: first-line management; supervisors; operations; ethics; human resources management; HRM; performance; productivity; decision making; organisational design. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:ijhrdm:v:7:y:2007:i:2:p:105-118 Access Statistics for this article More articles in International Journal of Human Resources Development and Management from Inderscience Enterprises Ltd |
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