Devolved HRM responsibilities, middle‐managers and role dissonance

Abstract

PurposeThis paper aims to report a study into the role of middle line managers, in public services, in relation to devolved HRM. The paper notes that the intermediacy of middle management leads to a distinct and unique form of role tension. A model is offered to explain that phenomenon, which is exacerbated by HRM responsibilities, and emphasises the importance of middle line managers within organisations.Design/methododology/approachThe paper shows that focused, qualitative discussions complemented earlier research. The NHS, Armed Forces and Fire Service were investigated to inform and test an explanatory framework for the phenomenon that is here denoted as role dissonance.FindingsThe paper found that middle line managers want to be proactive in HRM and are taking ownership of HRM and are exceeding their job requirements to do so. However, while it can potentially enhance their role, HRM adds to what is already a substantial workload. Especially, middle managers need to mediate tensions between strategic planners. That unique function, formerly shared with personnel managers, exaggerates the middleness of their roles and is a source of strain for individuals.Practical implicationsThe model presented in this paper demonstrates how a range of cultural and structural factors impact on individual and organisational expectations and behaviours. The result is a role‐based phenomenon, which is a distinct feature of middle‐line management, and shows many similarities to cognitive dissonance.Originality/valueThe paper offers new concepts to explain a well‐reported phenomenon that has, so far, not been adequately elucidated.