Line managers and supervisors have a prime role in ensuring the success of performance outcomes under HRM. They are required to take on new people management roles, whether it be through a style which is “hard” and control centred or more “soft” and facilitative. Presents findings from an in‐depth study of 45 establishments. Highlights concerns over whether line managers and supervisors are sufficiently competent to take on demanding roles required under change programmes, and the difficulties in attempting to transfer an HR vision, which is senior management‐led, down to the line.
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