Abstract:

Since the 1990s many researchers have redefined and realigned strategic roles at different levels of management created a new body of knowledge confirming that middle managers have strategic roles that substantive influence on the strategy process and organisational performance. This confirmed importance of strategic roles of middle managers has opened several avenues of research in different domains. Specifically, in the field of human resource management, there is a relevant question about how HR managers can help middle managers to play effectively their strategic roles. In this perspective, this research has measured the effects of practices used by human resource managers towards middle managers and their effects on strategic roles of middle managers in emerging market companies. The results show the existence of significant and positive effects of specific human resource practices on strategic roles of middle managers. Participation in decisions and team/group incentives are used towards middle managers and influence all strategic roles of middle managers. However, pre-employment training is used towards middle managers, but it has no effect on all strategic roles of middle managers.