Line Managers in the HR Quadriad

Karin Bredin and Jonas Söderlund

Chapter 5 in Human Resource Management in Project-Based Organizations, 2011, pp 82-106 from Palgrave Macmillan

Abstract: Abstract This chapter discusses the role of line managers in the HR quadriad. The chapter draws on a series of studies of personnel responsibilities in project-based organizations and the ensuing changes of the role of line managers in the HR organization of the firm.1 Initially, the chapter revolves around the transference of HR responsibilities to line managers and the problems associated with this development. The aim is principally to shed light on what role line managers play in the HR quadriad and what support they need to improve their contribution to HRM. The chapter then presents some examples of what two project-based organizations have done in their attempts to rejuvenate the role of the line manager. The chapter reports primarily on two in-depth studies of R&D-intensive organizations: Saab, operating in the aerospace industry, and Tetra Pak, one of the leading companies in packaging systems.

Keywords: Project Team; Project Worker; Line Manager; Competence Development; Line Unit (search for similar items in EconPapers)
Date: 2011
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-29751-7_5

Ordering information: This item can be ordered from
http://www.palgrave.com/9780230297517

DOI: 10.1057/978-0-230-29751-7_5

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().