Line Managers’ Personality Traits Related to Effective Human Resource Management Implementation

Abstract

Human resource managers are vital actors in the implementation of HRM policies and practices. Effective HRM implementation depends on many antecedents, such as line managers' attributes (attribution theory), including personality traits. Though there has been recent research regarding attribute theory and HRM implementation, most research has centered on performance management, social relationships, or external (environmental) attributes. This has created a gap in the literature surrounding line managers' personality traits and HRM implementation. This study examined the relationship between line managers’ personality traits, using the HEXACO Model of Personality Structure, and effective HRM implementation. The results show that line managers' personality traits associated with social and idea-related endeavors correlate more with HRM implementation than task-related personality traits. Personality traits such as Agreeableness, Extroversion, Emotionality, and Openness to Experience are significantly related to HRM implementation. In contrast, Honesty-Humility and Conscientiousness are not. This may be due to social relationships that encourage cooperation, creativity, sociability, and sentimentality. The study expands the body of knowledge surrounding HRM implementation by line managers, which allows for creating policies, procedures, and plans for line managers' recruitment, development, and retention to enhance organizational outcomes.

Keywords: Line Managers, Personality Traits, HEXACO, HRM Implementation, Attribution Theory