Frontline Managers' Calling, Balancing Act in HR Implementation, and Team Performance: An Empirical Examination

Abstract

Frontline managers' (FLMs) involvement in HR execution has been proven imperative for an effective HR system. It is unclear, however, how FLMs can reconcile competing pressures for HR consistency versus idiosyncratic HR implementation (i.e., HR I‐deals) and demonstrate a balanced HR enactment. Surprisingly, corresponding empirical studies are rare, offering scarce insights into FLMs' HR implementation behaviour. In response, we propose that FLMs' calling can predict their balancing act in HR implementation through the mediating link of instrumentality in HR involvement. We also hypothesised that a positive two‐way interaction between HR consistency and HR I‐deals has a strong effect on team performance. Conducting a time‐lagged study and collecting data in two waves from 71 teams in the banking sector, we found support for our theoretical predictions. Our study contributes to the field on several fronts. We cast light on FLMs' rationale and motivation for HR involvement, demonstrating that FLMs have valid reasons to undertake HR responsibilities. Our investigation into the mediating role of FLMs' instrumentality in HR involvement reveals that FLMs view HR duties as a core part of their job, rather than a barrier to their operational priorities, allowing them to pursue self‐fulfilment while serving their team. Moreover, we challenge the exclusive pursuit of either HR consistency or HR I‐deals. We present evidence that both coexist and generate synergy in enhancing team performance. We discuss further implications of our study and offer avenues for future research.