The relationship between line manager behaviour, perceived HRM practices and individual performance: examining the mediating role of engagement

K. Alfes; C. Truss; E. Soane; Chris Rees; M. Gatenby

doi:10.1002/HRM.21512

The relationship between line manager behaviour, perceived HRM practices and individual performance: examining the mediating role of engagement

K. Alfes
, C. Truss
, E. Soane
, Chris Rees
, M. Gatenby

Research output: Contribution to journal › Article › peer-review

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Original language	English
Pages (from-to)	839–859
Journal	Human Resource Management
Volume	52
Issue number	6
DOIs	https://doi.org/10.1002/HRM.21512
Publication status	Published - Dec 2013

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10.1002/HRM.21512

http://onlinelibrary.wiley.com/doi/10.1002/hrm.21512/abstract;jsessionid=E487321E71DF778DD5EBDC5A6683C4C0.f02t01

Cite this

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title = "The relationship between line manager behaviour, perceived HRM practices and individual performance: examining the mediating role of engagement",

author = "K. Alfes and C. Truss and E. Soane and Chris Rees and M. Gatenby",

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AU - Alfes, K.

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AU - Soane, E.

AU - Rees, Chris

AU - Gatenby, M.

PY - 2013/12

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