Juggling on the line: Front line managers and their management of human resources in the retail industry

Abstract

Purpose

The purpose of this paper is to examine the interplay between the role of front line managers (FLMs) and their contribution to the reported gap between intended and actual human resource management (HRM).

Design/methodology/approach

The findings draw on case study research using 51 semi-structured interviews with managers across two UK retail organisations between 2012 and 2013.

Findings

This paper argues that FLMs are key agents in people management and play a critical role in the gap between intended and actual employee relations (ER) and HRM. The research found that these managers held a high level of responsibility for people management, but experienced a lack of institutional support, monitoring or incentives to implement according to central policy. This provided an opportunity for them to modify or resist intended policy and the tensions inherent in their role were a critical factor in this manipulation of their people management responsibilities.

Research limitations/implications

The data were collected from only one industry and two organisations so the conclusions need to be considered within these limitations.

Practical implications

Efforts to address the gap between intended and actual ER/HRM within organisations will need to consider the role tensions of both front line and middle managers.

Originality/value

This research provides a more nuanced understanding of the interplay between FLMs and the gap between intended and actual HRM within organisations. It addresses the issue of FLMs receiving less attention in the HRM-line management literature and the call to research their role in the translation of policy into practice.

Citation

Evans, S. (2015), "Juggling on the line: Front line managers and their management of human resources in the retail industry", Employee Relations, Vol. 37 No. 4, pp. 459-474. https://doi.org/10.1108/ER-06-2014-0066