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

David McGuire, Leanna Stoner, Smaro Mylona

    Research output: Contribution to journalArticle

    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.
    Original languageEnglish
    Pages (from-to)73-84
    Number of pages12
    JournalJournal of Change Management
    Volume8
    Issue number1
    DOIs
    Publication statusPublished - 30 Nov 2007

    Keywords

    • HR devolvement, line manager, organizational change, public services management

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