ABSTRACT
HR directors will tend to agree with Storey: 'if human resources (HR) are really critical for business success. One approach, which makes a lot of sense, is that people management policy direction and process design remain with HR, but the practical people management tasks switch for managers to do. The ideal situation is to have both knowledge and expertise either in one individual or in a team. Individual athletics commentators may have both knowledge and media expertise. If the managers feel weighed down by HR bureaucracy and think they have little scope to make decisions, employees may suffer because of the line's state of disempowerment; for example, managers might rail against the performance appraisal process rather than giving time to the individual. Success at the personal and professional level will provide important support for HR. Delegated authority to tackle issues will give permission and, even, encouragement to HR to intervene and challenge.
