AbstractThis dissertation asks the question “What are the barriers to the successful devolving of Human Resource Management to First Line Managers?” and the dissertation makes an attempt to connect what is already known within existing contemporary research about devolved Human Resource Management and the barriers to it being successful, and what First Line Managers within Liverpool City Council find in reality. A conceptual model is formulated which identifies the main concepts that influence the Human Resource role of the Line Manager. The Human Resource role that First Line Managers undertake is explored through the use of a case study within the Environment Business Group of Liverpool City Council using multiple qualitative methods. The findings of the case study support the validity of the key aspects identified as being barriers to the successful Human Resource devolvement to First Line Managers i.e. communication, skills/training and staff management. The dissertation therefore proposes how these key aspects need to be addressed to improve Human Resource Management within Liverpool City Council to enhance the Human Resource function, First Line Manager and staff performance.
PublisherUniversity of Chester
TypeThesis or dissertation
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