Successful organizations involve line managers in plan design and implementation and provide them with full support.
Get full access to this article
View all access options for this article.
References
1.
Drucker, P. (1954). The practice of management. New York: HarperCollins.
2.
Thurley, K., &Wirdenius, H. (1973). Supervision: A reappraisal. London. Heinemann.
3.
Child, J., & Partridge, B. (1982). The lost managers: Supervisors in industry and society. Cambridge, UK: Cambridge University Press.
4.
Ulrich, D. (1997). Human resource champions: The next agenda for adding value and delivering results. Boston, Harvard Business School Press.
5.
Purcell, J., Kinnie, N., Hutchinson, S., Rayton, B., & Swart, J. (2003). Understanding the people and performance link: Unlocking the black box. London: CIPD.
6.
Becker, T.E. , Billings, R.S., Eveleth, D.M., & Gilbert , N.L. (1996). Foci and bases of employee commitment: Implications for job performance. Academy of Management Journal, 39(2), 464-482.
7.
West, M., Fisher, G., Carter, M., Gould, V., & Scully, J. (2005). Rewarding customer service? Using reward and recognition to deliver your customer service strategyLondon: CIPD.
8.
What is happening in performance management today: Part 1 — survey findings (Research report no. 32). (2005). Available at e-reward.co.uk
9.
Guest, D., & Conway, N. (2004). Employee wellbeing and the psychological contract . London: CIPD.
10.
CIPD. (2006). Annual reward management survey. Available at cipd.co.uk
11.
Purcell, J., & Hutchinson, S. (2007). Rewarding work: The vital role of front line managers. London. CIPD Change Agenda. Available at cipd.co.uk