Role of line managers in human resource activities: evidence from a case study

Roya Anvari, Mariam Janjaria, Ali Shirvani


Purpose: This study aims to explain the role of line managers in human resource activities. It is a case study in West Midlands.

Design/methodology/approach: The trend of line managers (LMs) involvement in human resource (HR)  activities has been on-going for a while.  There has been a lot of intellectual debate and controversy on the issue. Also, organisations have faced lots of challenges due to this same issue. This study aims to discover how to cope with this problem by utilizing human resources activities. This research adopted a qualitative single case study approach on a University in West Midlands, UK. In the first instance, 35 respondents consisting of line managers and HR practitioners across the Business School were invited to participate in this research. Within the context of LMs, purposive sampling was used.

Findings: The findings show that Line Managers that enhances abilities are significantly associated to HR activities. Line Managers that enhance motivation and involvement are significantly assocaited to HR activities. And the results showed that HR respondent 1 to 5 said LMs play an important role and are needed to carry out HR activities.

Originality/value: The analysis of the case, highlights the benefits of the novel idea of line managers and human resource practitioners and contributes to the need for greater clarity and knowledge of the barriers in the involvement of LMs in HR activities.  

Social implications: This study has shown LMs and HR practitioners have their different reserves about working together but the issue presently is, none of them is dispensable so they have to work together. It is necessary for HR practitioners to consult LMs when formulating policies and procedures to ensure balance between business needs and standard policies, and procedures.



Line managers involvement, human resource activities, performance

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Licencia de Creative Commons 

This work is licensed under a Creative Commons Attribution 4.0 International License

Intangible Capital, 2004-2024

Online ISSN: 1697-9818; Print ISSN: 2014-3214; DL: B-33375-2004

Publisher: OmniaScience