A holistic framework for the strategic management of first tier managers.

Purpose – The intention of this research paper is to shed light on the key factors influencing the human resource
management (HRM) performance of first tier managers (FTMs), and the vital importance that a holistic strategic
framework1 can have in this regard.
Design/methodology/approach - The research paper uses an up to date historical approach, and additionally, draws
on detailed case study evidence from an aerospace manufacturing/engineering company via manually and
electronically analysed in-depth semi-structured interview and company documentation.
Findings - The case study findings reveal that the FTM’s HRM performance is greatly influenced by a group
of four key factors, and their interrelationships:
Research limitations – The literature survey was mainly industry specific (manufacturing), and the sample
was restricted to one sector (areospace), as well as one case study organisation. Furthermore, the views of
FTMs’ staff are not directly represented.
Originality – The FTM’s HRM role shows no signs of abating; in addition, questions regarding their
performance of this role have increasingly emerged. This has become more evident as organisations have
continued to expand the FTM’s role by devolving greater HRM responsibilities to them, and their
performance of the role demonstrates that many FTMs are ill equipped to perform their HRM duties to the
required standard. However, the vital importance that a holistic strategic framework (which encompasses the
four key factors influencing their performance) can have on their performance of this role is not
acknowledged. The present research paper, gives an empirical example of a case study, and therefore
provides a springboard to address the weakness in the literature.