Title: First-line management – the operational and ethical challenges

Authors: Michel Mestre, Lorice Stainer, Alan Stainer

Addresses: Biola University, 13800 Biola Avenue, La Mirada, CA 90639–0001, USA. ' University of Hertfordshire Business School, De Havilland Campus, Hatfield, Hertfordshire AL10 9AB, UK. ' Middlesex University Business School, The Burroughs, Hendon, London NW4 4BT, UK

Abstract: The role which organisations should play in moulding human behaviour and culture is of prime of importance. A better understanding of the mind of first-line managers should enable businesses to effectively set operational goals and targets as well as address what is entailed. To stay competitive, organisations are to reassess and rethink their processes and practices in the area of human development, especially in relation to their first-line managers. This is a domain long neglected and under-rated. It is argued that changes in organisational design and structure underscore the pivotal role of first-line managers because they, not only represent a major link in the management chain, but also directly control the majority of the workforce. It is intended to fill the gap with respect to the function of first-line management and its perception and focus on the relationship between effective operations, enhanced performance in a good ethical climate.

Keywords: first-line management; supervisors; operations; ethics; human resources management; HRM; performance; productivity; decision making; organisational design.

DOI: 10.1504/IJHRDM.2007.012858

International Journal of Human Resources Development and Management, 2007 Vol.7 No.2, pp.105 - 118

Published online: 19 Mar 2007 *

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