What if line managers don’t realize they’re responsible for HR?

Abstract

Explores the implications arising from the complete devolvement of human resource responsibilities within an organization to line managers. Reviews the changing role for line managers through the literature related to the adoption of HRM. Uses theories by Guest and by Storey as a framework to examine the success of completely devolving the human resources function to line managers within a medium‐sized private sector company. Uses data collected through a questionnaire, a card sort and in‐depth interviews from a sample of 51 employees to evaluate this framework. Data indicate that the promotion of a soft HRM approach was being displaced by a harder, piecemeal, resource‐based approach. Analyses the need for human resource specialists based on the case study data. Argues that the absence of an identified top management role which includes personnel had a negative impact on the organization’s ability to achieve strategic integration in the management of human resources. Relates this to further negative consequences in relation to commitment to the organization, flexibility and quality.

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