Reconceptualizing the HRM role of the line manager in the age of artificial intelligence

Research output: Chapter in Book/Report/Conference proceedingChapterAcademicpeer-review


With the rapid advancement of AI in general and in the HRM field especially, it is expected that the role of the line manager will be impacted in several ways. The main contribution of this chapter is the in-depth analysis of the use and impact of AI on the role of line managers in performing HRM activities. We dive deeper into changes within line manager responsibilities and HR devolution. Our in-depth exploration shows that the groups of responsibilities are indeed changing in the light of technological developments. The most profound change is that the role of line managers seems to shift from operational performance and control, toward coach and people manager. In addition, we see that HR tasks are usually relatively easily and quickly devolved to the operational level, but that decision-making power, financial power, and knowledge devolve slower and with more difficulty. We present five developments for the role of line managers and believe they provide opportunities for line managers regarding how to become and remain engaged in people management. We conclude this chapter by making suggestions on how HRM could support the further devolution of HRM responsibilities to technological artefacts.
Original languageEnglish
Title of host publicationResearch Handbook on Line Managers
EditorsKeith Townsend, Anna Bos-Nehles, Kaifeng Jiang
Place of PublicationCheltenham, UK
PublisherEdward Elgar
Number of pages21
ISBN (Electronic)9781839102745
ISBN (Print)9781839102738
Publication statusPublished - 2022


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