Original Research

Line managements involvement in people management: A comparison between South Africa and Australia

Leo Vermeulen
South African Journal of Economic and Management Sciences | Vol 6, No 3 | a3304 | DOI: https://doi.org/10.4102/sajems.v6i3.3304 | © 2019 Leo Vermeulen | This work is licensed under CC Attribution 4.0
Submitted: 31 July 2019 | Published: 30 September 2003

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Leo Vermeulen, Human Resources Management, University of Pretoria, South Africa

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The purpose of this study was to obtain empirical data on expected shifts of people management activities from human resources managers to line managers. The research was done by means of a cross-cultural survey in South Africa (n=381) and Australia (n=653). The research results clearly indicate that there was a perceived shift of traditional people management functions to line management in both countries. This shift was more prominent in South Africa than in Australia. The main shift in South Africa seemed to be that line managers are increasingly involved in training and development. Equal employment opportunity was seen as the second most important area of change, followed by the use of human resources information systems, industrial relations, and occupational health and safety. Recruitment and selection were seen as the least important areas of change.


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