The “HR–line‐connecting HRM system” and its effects on employee turnover
研究了一套旨在改善人力资源部门与直线经理关系的人力资源管理实践，发现其通过促进双方社会网络和共同语言来降低员工离职率，基于中国高科技企业数据。
Although the importance of positive, trusting, and cooperative relations between HR professionals and line managers has been well documented, little is known about how organizations can systematically nurture such relationships. This article specifies the “HR–line‐connecting HRM system,” which consists of a bundle of HRM practices designed to improve the relationship between HR and line managers. Drawing on the social capital perspective and HR strength theory, we propose that such HRM practices develop HR managers' social networks with line managers and facilitate the formation of a shared language between them, which should in turn result in low employee turnover. Our theory is generally supported by empirical analyses on data from Chinese high‐tech firms.