Can HR visions truly translate to the front lines? This paper delves into the critical role of line managers and supervisors in ensuring the success of performance outcomes under Human Resource Management (HRM). These individuals are tasked with embracing new people management roles, whether through control-centered or more facilitative styles. Drawing from an in-depth study of 45 establishments, the research highlights concerns about whether line managers and supervisors possess sufficient competence to fulfill the demanding roles required under change programs. It also addresses the challenges in effectively transferring a senior management-led HR vision down to the line. The findings underscore the need for robust support and training to empower line managers and supervisors to successfully implement HRM strategies and drive positive performance outcomes.
This paper aligns with the focus of Employee Relations by examining the practical implementation of HRM strategies and the challenges faced by employees in the workplace. By focusing on line managers and supervisors, it provides valuable insights for improving employee relations and organizational effectiveness.