ABSTRACT
In an age characterized by economic decline, environmental turbulence, redundancies and job and organizational instability, corporations are increasingly looking for ways to rationalize and streamline their systems and processes. Pressure has been placed on the Human Resource (HR) function to deliver more effective and cost-efficient solutions and both direct and develop organizational resources towards achieving greater strategic capabilities in an increasingly competitive market. This has led to the reorganization of the HR function and the reallocation of many operational HR responsibilities to line managers (Gilbert et al. 2011). Uniquely positioned on the organizational frontline, these managers have become the lynchpin through which HR solutions are channeled in the organization (Den Hartog et al. 2004). Such a dramatic transformation of the line manager’s role however has raised important questions regarding whether or not, and how, these individuals are being prepared for these new enhanced responsibilities and whether they are becoming overloaded in their day-to-day role (Nehles et al. 2008). It has also posed important challenges for the HR function regarding the identity of HRD across the organization and whether the HR function is effectively responding to rapid changes in the external environment.
