The role of line managers in HR policy implementation In last week's Collaboration, you began to investigate the reasons why HR policy might not be implemented exactly as designed or intended. In your discussion, you may have addressed one of the perennial questions in strategic HRM, that of the role of line managers and their relationship with HR leaders. This week, you will continue your discussion of HR policy implementation by focusing on the ways in which HR leaders and line managers must work together to effectively implement HR policy.

To prepare for this Collaboration: • Review the required Learning Resources and your Key Concept Exercise from Week 3.

To complete this Collaboration: o Discussing ways in which HR leaders and line managers can work together to implement specific HR policies to support business objectives o Supporting views or providing an alternative perspective on the ways in which line managers might resist, subvert or otherwise implement policies in a manner other than intended

o Sharing ideas about the ways in which HR leaders and line managers can incorporate employees' perspectives, needs and interests into the development and implementation of HR policy

Learning resources Bamberger, P.A., Biron, M. & Meshoulam, I. (2014) Human resource strategy: formulation, implementation and impact,2nd ed. London: Routledge. • Chapter 3, 'Models of HR strategy' • Chapter 4, 'The people flow subsystem'

• Chapter 7, 'The employee relations subsystem' Use the University of Liverpool Online Library to find this eBook.

Armstrong, M. (2014) Armstrong's handbook of human resource management practice, 13th ed. London: Kogan Page. • Chapter 32, 'The practice of industrial relations'

• Chapter 43, 'Employment law' Use the University of Liverpool Online Library to find this eBook. Gratton, L. & Truss, C. (2003) 'The three-dimensional people strategy: Putting human resources policies into action',Academy of Management Executive, 17 (3), pp.74-86. Use the University of Liverpool Online Library to find this article. Guest, D.E. & Woodrow, C. (2012) 'Exploring the boundaries of human resource managers' responsibilities', Journal of Business Ethics, 111 (1), pp.109-119. Use the University of Liverpool Online Library to find this article. Khilji, S. & Wang, X. (2006). '"Intended" and "implemented" HRM: the missing linchpin in strategic human resource management research', International Journal of Human Resource Management, 17 (7), pp.1171-1189. Use the University of Liverpool Online Library to find this article. Whittaker, S. & Marchington, M. (2003) 'Devolving HR responsibility to the line: threat, opportunity or partnership?', Employee Relations, 25 (3), pp.245-261. Use the University of Liverpool Online Library to find this article. Optional Bamberger, P.A., Biron, M. & Meshoulam, I. (2014) Human resource strategy: formulation, implementation and impact,2nd ed. London: Routledge. • Chapter 5, 'The performance management subsystem' • Chapter 6, 'The compensation subsystem' Note: these chapters from your textbook are suggested as optional readings on performance management and rewards/compensation systems. These topics are addressed in other modules in your programme, however, you may wish to read these chapters from the perspective of HR policy specifically. Bondarouk, T., Looise, J.K. & Lempsink, B. (2009) 'Framing the implementation of HRM innovation: HR professionals vs. line managers in a construction company', Personnel Review, 38 (5), pp.472-491. Searle, R.H. & Ball, K.S. (2003) 'Supporting innovation through HR policy: evidence from the UK', Creativity and Innovation Management, 12 (1), pp.50-62. Woodrow, C. & Guest, D.E. (2014) 'When good HR gets bad results: exploring the challenge of HR implementation in the case of workplace bullying', Human Resource Management Journal, 24 (1), pp.38-56.