Purpose -This paper aims to report a study into the role of middle line managers, in public services, in relation to devolved HRM. The paper notes that the intermediacy of middle management leads to a distinct and unique form of role tension. A model is offered to explain that phenomenon, which is exacerbated by HRM responsibilities, and emphasises the importance of middle line managers within organisations. Design/methododology/approach -The paper shows that focused, qualitative discussions complemented earlier research. The NHS, Armed Forces and Fire Service were investigated to inform and test an explanatory framework for the phenomenon that is here denoted as role dissonance.Findings -The paper found that middle line managers want to be proactive in HRM and are taking ownership of HRM and are exceeding their job requirements to do so. However, while it can potentially enhance their role, HRM adds to what is already a substantial workload. Especially, middle managers need to mediate tensions between strategic planners. That unique function, formerly shared with personnel managers, exaggerates the middleness of their roles and is a source of strain for individuals. Practical implications -The model presented in this paper demonstrates how a range of cultural and structural factors impact on individual and organisational expectations and behaviours. The result is a role-based phenomenon, which is a distinct feature of middle-line management, and shows many similarities to cognitive dissonance. Originality/value -The paper offers new concepts to explain a well-reported phenomenon that has, so far, not been adequately elucidated.

The central role of line managers in implementing human resource management, is widely acknowledged. There has, however, been scant research into how far that group affect, or are affected by, such practices. Through a case study in two Trust hospitals, this article demonstrates that middle line managers, positioned between the service's decision-making bodies and its employees, are bearing many of the consequences of the change process. The effects of growing workloads, combined with altered expectations of their increasingly visible roles, have enhanced the tensions and role conflict inherent to their position. This creates``role dissonance'' for managers who must balance the various aspects of their work from a weak power base, and act as a buffer between their staff and their seniors. Their perception is that they are underresourced and lack the time needed to manage their staff effectively.

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