McGuire et al. (2008), Journal of Change Management

The Role of Line Managers as Human Resource Agents in Fostering Organizational Change in Public Services

The authors propose a model of what helps and hinders line managers in public services as they take on HR duties, concluding they need adequate support to do it well.

Parts of the Loop it informs

Start it close to the workSupports

Read the original paper

Summary written by Unfrozen from the published abstract, then checked twice by independent AI reviewers against the source. Loop coding is exploratory and AI-assisted, pending human verification. Spot an error? Email info@unfreeze.us and it gets fixed.

Related studies

Logan & Ganster (2007)At a large trucking company, a randomized empowerment program raised unit managers' sense of control only where they felt their own bosses backed them, and it also lifted their units' measured performance.Huy (2011)In a three-year case at a large tech firm, executives treating strategy as a purely task-focused job unintentionally stirred middle managers' group identities around tenure and language; the resulting emotions saw managers, even ones executives promoted, back or quietly brush off an initiative.Huy et al. (2014)Over three years of a radical change, middle managers went from supporting their top leaders to mutiny as they reassessed whether those leaders were legitimate, and their emotional reactions fed rising resistance.McCann et al. (2008)In 64 interviews across five UK organizations that delayered and downsized, middle managers reported more autonomy but longer, more intense hours, closer monitoring and fewer promotion prospects.