Embedding reciprocity in human resource management: A social exchange theory of the role of frontline managers

This article focuses on frontline managers (FLM) who, until  recently, have been neglected as key actors in the implementation of human resource management policies and subsequent employee performance outcomes. This research finds  that FLMs are not a homogenous entity who act as robotic  conformists, but rather evolve and become important  agents shaping organisational performance outcomes and  worker effort. The article extends social exchange theory to  present a ‘zone of reciprocity’ that refines understanding of  the causal chain between different FLM styles, HR policy  and employee performance outcomes of organisational citizenship behaviour and commitment. The data are survey  responses from 613 employees who all work and report  to specific FLM in a single medical device multi-divisional  organisation. The article offers new theory development as  well as implications for practitioners interested in FLM and  the HR performance causal chain.