While the HR department typicallydevelops each organization’s HR practices, they believe that line managers areusually responsible for the implementation of such practices and remarked thatline managers often play an important role as strategic change contributors (Agnello, Ryan, & Yusko, 2015) (Sikora & Ferris, 2014). The HR specialistsor professional (top level management) also are not expected to devote time to theemployees because these strategic business partners need to promoteorganisational goals above those of other stakeholders. This is where the jobof being directly in contact with employees is given to the line managers. Astop management hard to quantify their contribution, they depend so much on theline managers to put the policies made into effect which than encouraged theline managers to be self-sufficient in leading their teams in order to be agood leader and develop talents in a team (Marchington, 2015). This dependency is resulted because of theengagement between the employees with the line managers. To support, Purcell and Hutchinson (2007) stated that linemanagers play a key role in motivating and engaging staff on the front line asthey have direct contact with the employees and for that reason it is vitalthat they are encouraged to take HRM more seriously. Aneffective HRM implementation can be done if there is an effective delivery andcalls for a partnership between the HRM professional (top management) and theline managers (Nehles & Bondarouk, 2017).
As we see from the organizational perspective, distribution of power withstatus and addressing the inequality among these can be the fundamental concernto be addressed so that managing people would be easier (Tufail, Muneer , 2016). Line managers play a critical role in the HRM implementationprocess as they are responsible for the management of the employees at theoperational level for which they are using HRM practices (Brewster, Gollan, & Wright, 2013)while the HRM professional can actively influence the HRM implementationeffectiveness by managing the ability, motivation and opportunity of linemanagers in the implementation process in playing an evaluative role (Trullen, Stirpe, Bonache, & Valverde, 2016). HRMprofessionals use these tactics as they believe it can improve HRM implementationeffectiveness in the orgnization (Nehles & Bondarouk, 2017). Todays setpolicies aim to increase the role of line managers as they need to ensure thatemployees deliver on the performance targets and this might give some kind of immensepressure to the line managers (Guest, 2011). Line managers witha direct supervisory responsibility are seen as being able to assist the resolutionof problems at work in various ways including prevent conflict at the workplaceby performing a mentoring and coaching role (Currie, Gormley, Roche, & Teague, 2017).
Because they interact with employeeson an ongoing basis, line managers are ideally positioned to perform such a problem-solvingdecision and the role of line managers is seen as central to ensuring thatdecentralized organizational units perform effectively (Currie, Gormley, Roche, & Teague, 2017). From a general observation, it seemsto be that decentralization tends to give a meaning that there is new roles forline management. From theprevious day, top management rely on the effort of line managers as much aspossible to ensure successful implementation of HR practices directly towardsemployees and enhance the line managers leadership behaviour (Purcell & Hutchinson, 2007).Line managers have discretion in the way that they apply HRM and the way theybehave towards employees. They seems to become the critical mechanism forimproving the levels of employee job satisfaction and commitment which will inturn encourage employees to exercise their discretion and act beyond their roles (Purcell & Hutchinson, 2007). They also mayanticipate extra work related to the introduction of new HRM policies, with theHRM tasks being devolved from the HR specialists (top management) to them (Renwick, 2003).
Even they may anticipated lot of extra works,line managers in some cases had showed their dedication to the HRM innovationand their readiness to take on HRM responsibilities (Bondarouk, Looise, & Lempsink, 2009).So it is not a big issue to delegate the power that they have to the linemaangers as they see it as their obligation to do so. The role of the line managers are critical to theimplementation of lean production yet its effect on their well-being is often aneglected subject (Huo, 2017). The well-being of the line managers should alsobe taken into a considearation as the task have been delegated from the topmanagement. Undeniably, line managers are a strong determinant of employee well-beingwhen they foster the intrinsic motivation of employees and their perceptions oforganisational justice (Huo, Boxall & Cheung, 2018). But there is a lack ofresearch on the well-being of this line managers as their work task have grownbigger due to the delegation of power from the top management