Factors Affecting Line Managers’ Management Styles: Organizational Structure and Strategic Role of the Human Resource Department

Pelin Kanten, Cavide Uyargil, Selahattin Kanten
864 232

Abstract


This study aims to examine the effect of organizational structure on line managers’ management styles by investigating the mediating role of the strategic roles of human resource department. Within the scope of the study, data has been collected via survey method from 165 line managers who are working in ten hotel establishments located in Antalya. The data obtained from line managers has been examined by the exploratory and confirmatory factor analysis, correlation and hierarchical regression analysis. Based on the findings, it is observed that organic organizational structure has positive and significant effect on line managers (leadership, policy implementation and coaching) management styles and it is found that mechanic organizational structure has positive and significant effect on line managers (policy implementation and coaching) management styles. However, it is observed that human resource department strategic roles have a positive and significant effect on line managers’ management styles. Moreover, it is found that human resource department strategic roles have a partial mediating effect in the relationships between organic organizational structure and line managers’ managements styles, whereas human resource department strategic roles have a full mediating effect in the relationships between mechanic organizational structure and line managers’ managements styles.


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