Devolving human resource responsibilities to the line - Beginning of the end or a new beginning for personnel?

Alternative hypotheses for the personnel function are Presented, based on findings om four case study organisations which have devolved personnel responsibilities from a designated personnel department to line managers The views of line managers and employees are sought to assess the effects of these changes The study finds that devolved responsibilities of personnel ave formally geared to securing commitment from employees by promoting an integrative culture of employee management through line managers In practice, though, toe find little evidence that personnel has succeeded in catalysing such changes The case study findings do not point to any clear evidence of a general increase in influence for personnel practitioners following devolution. Tensions exist between line managers and personnel and the Junction appears to be vulnerable to further contraction. The study concludes that prospects for personnel following devolution are at best uncertain.