The framework of first-line manager's HR role identity: A Multi-actor HR involvement perspective

Drawing on role identity and social context theories, we introduce a conceptual model of first-line manager (FLM)'s HR role identity that extends the current theorization of what precedes their effective HR implementation. We establish that FLMs' role identity will guide their HR implementation behavior by attaching the HR role to their self-concept. We also develop a multi-actor HR involvement perspective to the discourse on FLMs' HR role identity since role identity is believed to increase when FLMs recognize HR role expectations and then behave as desired. In explaining the role of multi-actor HR involvement, the climate for HR implementation is considered a mediator in the relationships between HR involvement and FLMs' HR role identity since the social context created by each HR actor represents FLMs' interpretations of HR role expectations. Accordingly, we develop several propositions that serve as a baseline for future endeavors.