IDEAS home Printed from https://ideas.repec.org/a/igg/jcrmm0/v11y2020i2p53-70.html
   My bibliography  Save this article

Specific Human Resource Practices Towards Middle Managers and Their Effects on Their Strategic Roles: A Case of Large Tunisian Companies Participating in Industrial Upgrading Program

Author

Listed:
  • Fakher Moncef Jaoua

    (College of Economics and Administrative Sciences, Riyadh, Al Imam Mohammad ibn Saud Islamic University, Riyadh, Saudi Arabia & University of Sfax, Sfax, Tunisia)

Abstract

This research focuses on the contribution of human resource managers to activate and develop the potential of middle managers in a strategy development process. Precisely, the attention is directed on specific practices used by human resource managers and their effects on strategic roles of middle managers in emerging market companies. A survey questionnaire was distributed to 350 CEOs of large Tunisian companies participating in the Industrial Upgrading Program. The results of the application of structural equation methods show the existence and significant and positive effects of specific human resource practices on strategic roles of middle managers. Participation in the decisions and team/group incentives are used by middle managers and influence all strategic roles of middle managers. However, pre-employment training is used towards middle managers, but it has no effect on all strategic roles of middle managers.

Suggested Citation

  • Fakher Moncef Jaoua, 2020. "Specific Human Resource Practices Towards Middle Managers and Their Effects on Their Strategic Roles: A Case of Large Tunisian Companies Participating in Industrial Upgrading Program," International Journal of Customer Relationship Marketing and Management (IJCRMM), IGI Global, vol. 11(2), pages 53-70, April.
    • Handle: RePEc:igg:jcrmm0:v:11:y:2020:i:2:p:53-70
    as

    Download full text from publisher

    File URL: http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/IJCRMM.2020040104
    Download Restriction: no
    ---><---

    More about this item

    Statistics

    Access and download statistics

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:igg:jcrmm0:v:11:y:2020:i:2:p:53-70. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Journal Editor (email available below). General contact details of provider: https://www.igi-global.com .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.