Line Managers in the HR Quadriad

Abstract

This chapter discusses the role of line managers in the HR quadriad. The chapter draws on a series of studies of personnel responsibilities in project-based organizations and the ensuing changes of the role of line managers in the HR organization of the firm.1 Initially, the chapter revolves around the transference of HR responsibilities to line managers and the problems associated with this development. The aim is principally to shed light on what role line managers play in the HR quadriad and what support they need to improve their contribution to HRM. The chapter then presents some examples of what two project-based organizations have done in their attempts to rejuvenate the role of the line manager. The chapter reports primarily on two in-depth studies of R&D-intensive organizations: Saab, operating in the aerospace industry, and Tetra Pak, one of the leading companies in packaging systems.