Sense‐giving in health care: the relationship between the HR roles of line managers and employee commitment
基于荷兰四家医院509名员工和67名直线经理的数据，研究发现直线经理优先扮演员工倡导者角色或同时扮演员工倡导者和战略伙伴角色，能提升员工承诺，对缓解医疗行业的人员流失和倦怠问题有参考价值。
In this article, we examine line manager prioritisation of HR roles and the consequences for employee commitment in a health‐care setting. Our analysis is based on a quantitative, multi‐actor study (509 employees and 67 line managers) in four D utch hospitals. Using sense‐giving as a theoretical lens, we demonstrate that, in addition to the effects of high commitment HRM , prioritising the Employee Champion role alone and the Employee Champion and Strategic Partner roles in combination is associated with higher employee commitment. We argue that through performing roles that are evocative of deep‐seated values, such as excellent patient care and concern for others, line managers can have a positive effect on staff attitudes. In a sector often beleaguered by staff turnover, exhaustion and burnout, we offer an important, empirically based framework that has the potential to improve employee commitment and, from there, enhance performance.