Delegating HR Work to the Line: Emerging Tensions and insights from a Paradox Perspective

Abstract

Ambiguities and tensions are at the core of HR work. The successful management of tensions seems to be one of the key challenges in HRM, one that has moved even more to the forefront through ongoing processes of devolution where HR responsibilities are shifted to and beyond the line. Our qualitative case study in a retailing company aims at identifying tensions that emerge from delegated HR activities and decentralized responsibilities that are assigned to line managers. Our results reveal that line managers are confronted with tensions that emerge from a struggle between strict rules and regulations on the one hand and self-directed learning and performing of HR work on the other hand. Based on these results we examine the consequences of avoiding, ignoring, and suppressing possible conflict and tensions. These defensive responses reinforce tensions line managers have to deal with and lead to a deprofessionalization of HR work. By building on a paradox perspective the discussion of our results contributes to enhancing the understanding of the multifaceted issues with regard to line managers and the HR work they have to learn and to perform. Practical implications call for emphasizing training and development of HR expertise for line managers and for taking a more proactive approach towards tensions and paradox.