Investigating the nuances of change in front-line managers' work

Abstract

Various streams of literature surrounding the role of front-line managers (FLM) suggest that there has been substantial change in the role over recent decades. This article makes a contribution to understanding the FLM experience through using a framework of job enlargement to assist in explaining the nuanced changes to the position of FLMs in three Australian cases. The article finds that the role of FLMs remains a critical part of organisations and production; however, continuity is as consistent as change. There remains an immediate ‘people management’ role, while facing work intensification, job enlargement and potentially, a reduced quality of performance. Importantly though, the change is diffuse and context specific in ways that we seek to understand.

Keywords:

• case studies
• front-line managers
• Australia

Notes

1. Hales also identified four tasks/responsibilities that have been removed from the FLM role. As these are not relevant to our study, we have not included them.