This Chapter analyses and reviews the role of front-line managers arguing that they have a central role in implementing human resource management (HRM). It sets out the challenges front-line managers face in implementing effective HRM processes in contemporary organizations. The case is presented for a stakeholder approach to determine effective HRM process implementation and for setting process effectiveness evaluation in the context of the overall effectiveness of the HRM - performance relationship. Evidence about front-line managers’ HRM implementation effectiveness and the qualities required are analysed within the AMO framework addressing their ability, motivation and opportunity to contribute. Front-line managers’ roles involve implementation of top-down HR practices but increasingly also a flexible response to local circumstances. For this they need the autonomy and proactivity to engage in what becomes, in effect, bottom-up HR management. This presents challenges for organizations if they seek to present an over-rigid ‘strong’ top-down HRM system.
|Title of host publication||Handbook on HR Process Research|
|Publisher||Edward Elgar Publishing Ltd|
|Number of pages||17|
|Publication status||Published - 1 Jan 2021|