Exploring the relationship between HR and middle managers

Abstract

Despite the importance of the relationship between the HR function and line management (see Guest, 1987; Storey, 1992), there appears to be a lack of understanding of the process of enhancing the willingness and ability of line managers to take on responsibility for HR issues. It is towards plugging this research gap that this case study contributes. Specifically, it focuses on middle‐level line managers and their involvement in the management of human resources in an NHS hospital trust. Using a framework drawn from the strategic management literature (Floyd and Wooldridge, 1992, 1994, 1997), it examines their involvement in realising strategic change in the HR area and the organisational conditions that frame this. The study suggests that, in their relationship with the HR function, middle managers may enjoy significant involvement in bringing about strategic change ‐ beyond merely implementing the strategy determined by the HR function; the relationship is one of partnership. To facilitate this, middle managers should be allowed to cross functional boundaries within the organisation, there should be significant investment in their development, HR strategy should consist of broad themes rather than tight prescription and the HR function should operate alongside middle‐level line managers.