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Cited by 6Human Resource and Talent ManagementEmployee Performance and ManagementManagement and Organizational Practices

The DOI matches its Crossref record; 66 of the 68 references it cites were found in a registry or an index.

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

Open access
Anvari, Roya, Janjaria, Mariam, Shirvani, Ali·2024·Intangible Capital
DOI 10.3926/ic.2279
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Abstract

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.

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Cites

Research works printed but not linked: 12

  1. Beaver, G., & Harris, L. (1996). Performance management of competitive advantage: issues, contexts and approaches for the smaller organisation. Business Growth and Possibility, 2(3), 227-238.
  2. Beer, M., Spector, B.A., Lawrence, P.R., Mills, Q., & Walton, R.E. (1984). Managing human assets. The Free Press.
  3. Black, T.R. (1999). Doing quantitative research in the social sciences: an integration to research design, measurement and statistics. London: Sage Publications.
  4. Cunningham, I., & James, P. (2001). Line managers as people managers: prioritising the need of the long-term sick and those with disabilities. British Academy of Management Conference Paper. Cardiff University.
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  7. McGovern, P. (1999). The role of line managers. In Gratton, L., Hope-Hailey, V., Stiles, P., & Truss, C. (Eds.), SHRM: corporate rhetoric and human reality. Oxford: Oxford University Press.
  8. Marchington, M. (2001). Employee involvement at work. In Storey, J. (Ed.), Human resource management: A critical text (2nd ed., 232-252). London: Thomson.
  9. Thurley, K., & Wood, S. (Eds.). Industrial relations and management strategy (27-38). Cambridge: Cambridge University Press.
  10. Noon, M. (1992). HRM: a map, model or theory? In Blyton, P., & Turnbull, P. (Eds.). Reassessing human resource management. London: Sage Publications.
  11. Scarborough, H., Swan, J., & Preston, J. (1999). Knowledge management: a literature review. London: Institute of Personnel and Development.
  12. Snell, S.A., & Dean, J.W. Jr. (1992). Integrated manufacturing and human resource management: a critical text. London: Thomson Learning. https://doi.org/10.5465/256484 · DOI

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Metadata

Authors
Anvari, R., Janjaria, M., & Shirvani, A.
Affiliations
  • University of Georgia (GE)
  • University of Isfahan (IR)
ORCID
Venue
Intangible Capital
Publisher
Omnia Publisher SL
Published
2024-01-22
Volume
20
Issue
1
Pages
43
ISSN
1697-9818 (ISSN-L)
DOI
10.3926/ic.2279
OpenAlex
W4391098945
Cited by
6
References
68
Citations by year
2026: 2 · 2025: 3 · 2024: 1
FWCI
3.02
Type
journal article
Language
en
Open access
Licence
Locations
  • Intangible Capital (publishedVersion, cc-by-nc)
  • UPCommons institutional repository (Universitat Politècnica de Catalunya) (submittedVersion, cc-by-nc-nd)
  • DOAJ (DOAJ: Directory of Open Access Journals) (submittedVersion, cc-by-sa)
  • RACO (Revistes Catalanes amb Accés Obert) (Consorci de Serveis Universitaris de Catalunya) (submittedVersion, other-oa)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Human Resource and Talent Management
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Management
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Management and Organizational Practices
Keywords
line managers, HR professionals, employee motivation, employee participation, university business schools

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