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PurposeBased on role theory, this paper seeks to investigate the impact of HR devolution characteristics (number of devolved HR tasks), characteristics of the HR devolution context (level of support from the HR department, and presence of institutionalised incentives to perform the allotted HR tasks well), and personal characteristics of the front‐line managers (HR competency) on front‐line managers' perceptions of two HR role stressors, i.e. HR role ambiguity and HR role overload.Design/methodology/approachThe paper uses a sample of 169 front‐line managers from 47 organisations. The results are based on two moderation regression analyses, taking into account the nested nature of the observations.FindingsThe results suggest that the execution of a high number of HR tasks does not lead to the occurrence of HR role stressors among front‐line managers. However, for the HR department it is important to create an appropriate environment in terms of giving HR support and advice to line managers, and training line managers regarding their HR competencies.Research limitations/implicationsThis research opens up interesting lines of inquiry regarding the conditions under which the partnership between the HR department and line management can be successful.Practical implicationsThe paper provides HR practitioners with insights into the conditions needed to avoid perceptions of HR role stressors among front‐line managers.Originality/valueThe paper applies role theory in a new context, i.e. the HR role of front‐line managers. |
