Antecedents and consequences of performance management enactment by front-line managers. Evidence from Belgium
研究一线管理者执行绩效管理活动的前因（HR支持、内隐人格理论）和后果（员工敬业度、工作满意度），发现管理者对绩效管理有用性的信念起中介作用，管理幅度起调节作用。
Although researchers have extensively stressed the critical role of line managers in the effective implementation of HR practices, little is known about what exactly causes managers to enact these practices. In this paper, we draw from signaling theory, theory of planned behavior and social exchange theory to investigate both the antecedents and the outcomes of front-line management’s enactment of performance management (PM) activities. Results from two Belgian samples of 731 front-line managers and 425 employees show that line management’s beliefs regarding the usefulness of PM activities mediate the relationship between HR support and line management’s implicit person theory, on the one hand, and PM enactment, on the other. This relationship is moderated by the manager’ span of control. Furthermore, line management enactment shows to be positively related to employee engagement and job satisfaction.