Call for Papers

HR on the Line: The Roles of HR Professionals and Line Management in the Modern Organization
Manuscript Submission Deadline: December 15, 2010 Guest Co-Editors: Associate Professor Paul J. Gollan, London School of Economics, UK and Macquarie University, Sydney, Australia, e-mail: p.j.gollan@lse.ac.uk Professor Pat Wright, Cornell University, US, e-mail: patrick.wright@cornell.edu Professor Chris Brewster, Henley Business School, University of Reading, UK and Radboud Universiteit, Nijmengen, Netherlands, e-mail: Chris.Brewster@henley.reading.ac.uk

Over the last 30 years, significant changes have influenced the roles of the HR professional and the line manager when it comes to managing people. Technology has given rise to managers using self-service tools, changing how HR and line managers work together, altering the types of work both do, and affecting the outcomes on many parts of the business. The movement toward centers of excellence has also changed the way in which managers interact with HR experts who help them with all the core HR processes. Many businesses have outsourced HR work to large organizations, and line managers obtain help via a call center system. In this special issue, we explore how these changes and more impact the roles that HR professionals and line managers play in todays organization. We also look at the relationship between HR and line managers as their roles have changed and continue to evolve. Until recently, in-depth examination of the roles of HRM and line managers has been relatively under researched in HRM, both in developing theory and analyzing empirical data. The devolution of what was considered traditional HRM responsibilities to management has implications for senior leaders and employees, as well as line managers and HR staff (Larsen & Brewster, 2003; Mackay & Torrington, 1986; Renwick & McNeil, 2002). This special issue invites research that addresses these themes. Papers that include empirical data and make a conceptual or theoretical contribution are preferred. Key issues might include, although are not limited to: What HRM activities and responsibilities do HRM function and line management share in terms of formulating and implementing HRM policy? How much responsibility can be passed to line managers and how can the HRM function best support them? Should HRM professionals have been responsible for the type of work that is now being moved to line managers? What innovations are organizations implementing to help both HR and line management create a better value proposition for employees? How does the HRM function add value equally in administration, operational support, and strategic contribution? What are the implications of developments in using internal HRM business partners? Further, what are the implications for communication networks and arrangements?

What are the implications of shared responsibility for the work of line managers especially regarding workload, capacity, knowledge and development, etc.? What are the implications of shared responsibility for the HRM function? What are the effects of e-HRM likely to be on line managers? What international variation is there in the HRM activities and responsibilities of HRM function and line management? What are the implications of those differences? What is the relationship between the apparent increase in centralized control in MNCs and e-HRM and the localized nature of HRM (Rosezweig & Nohria, 1994)? Does the lack of understanding of the HRM process enhance the willingness and ability of line managers to take responsibility for HRM issues? What is the role of outsourcing transactional HRM administrative work (e.g., payroll, recruitment, etc.) to third-party vendors, and does this impact manager effectiveness? Does management coaching by HRM or external consultants enhance the effectiveness of line managers? How has HR technology affected the changing roles of line managers and HR professionals? What are the career implications for all parties as these roles change? What theories can help explain the impact of these evolving roles on the organization?

Workshop
There are plans to organize symposia, either as special events or as part of a larger conference in 2011. It is anticipated that papers submitted to this special edition will be invited to submit to the various events coordinated.

Manuscript Submission and Review

All papers must be based on original material and must not be under consideration by any other journal. Papers intended for the HR Science Forum will undergo a rigorous, double-blind review process to ensure relevance and quality. Papers suited for the HR Leadership Forum (more practitioner-focused pieces, case studies, interviews, etc.) will be single-blind reviewed by subject matter experts. Please see HRMs Publishing Cues for a complete description of each section. Submitted papers must also follow the HRM Style Guidelines, found at http://www3.interscience.wiley.com/journal/32249/home/ForAuthors.html The deadline for submitting papers is December 15, 2010. Please direct questions about content and ideas to the guest co-editors noted above. Direct all logistical questions about submitting and review to Managing Editor Leslie Wilhelm at lwilhelm@umich.edu. Manuscripts must be submitted electronically using the Journals web-based submission and review website called Manuscript Central (URL: http://mc.manuscriptcentral.com/hrm). Electronic submission through Manuscript Central is required. Manuscript Central is configured to be very intuitive; therefore, you should have little difficulty creating an account and submitting your manuscript. The online system will guide you through each step of the process. When submitting through Manuscript Central, please submit the following documents:

1. Document 1: A blind copy of your manuscript. Delete all author identification from this primary document. This document may include your tables and figures, or you may include tables and figures in a separate document. 2. Document 2: Submit a separate document with information that would typically appear on the documents title page (author names, addresses, affiliations, contact information, etc.). This document may also include author biographies. In addition: Answer Yes to the question regarding special issue submission and clearly label your submission for the Special Issue on HR Line Management in the text box provided. Include a paragraph in your cover letter specifically identifying how the paper fits within the special issue theme. Direct logistical questions about submitting your manuscript through Manuscript Central to Managing Editor Leslie Wilhelm at lwilhelm@umich.edu or 734-748-9069.

References
Blyton, P., & Turnbull, P. 1992 (Eds.) Reassessing Human Resource Management, London: Sage. Guest, D. E. (1987) Human resource management and industrial relations, Journal of Management Studies, (24)5, 503-521. Keenoy, T. (1990) HRM: Rhetoric, reality, and contradiction, International Journal of Human Resource Management, (1)3, 363-384. Larsen, H.H., & Brewster, C. (2003), Line management responsibility for HRM: What is happening in Europe? Employee relations, (25)3, 228-244. Mackay, L., & Torrington, D. (1986). The Changing Nature of Personnel Management, London: IPM. Renwick, D., & McNeil, C.M. (2002). Line manager involvement in careers, Career Development International, (7)7, 407-414. Rosenzweig, P. M., & Nohria, N. (1994) Influences on Human Resource Development Practices in Multinational Corporations, Journal of International Business Studies, 25(2), 229-251.