The role of line managers as human resource agents in fostering organizational change in public services



McGuire, David and Stoner, Leanna and Mylona, Smaro (2008) The role of line managers as human resource agents in fostering organizational change in public services. Journal of Change Management, 8 (1). pp. 73-84. ISSN 1469-7017

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Abstract

The commercialization of public services has led to enhanced customer service and arguably improved employee performance. Central to these efforts has been a radical reconsideration of the role of line managers. By devolving responsibility for human resource (HR) practices to line managers, public services organizations expect a closer relationship between line managers and employees with speedier decision-making and more effective resolution of workplace problems. Partnership models involving HR specialists and line managers are becoming increasingly common. This article presents a model identifying the context, enablers and inhibitors of line manager HR involvement. It concludes that adequate support needs to be provided to line managers to enable them to effectively take on new HR responsibilities

Item Type: Article
Uncontrolled Keywords: HR devolvement; line manager; organizational change; public services management
Divisions: School of Arts, Social Sciences and Management > Business, Enterprise & Management
Date Deposited: 24 Jun 2008 11:12
Last Modified: 19 Mar 2014 12:54
URI: http://eresearch.qmu.ac.uk/id/eprint/117

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