Focuses on the line manager as a key stakeholder in the human resource development process. Considers the general trend towards devolvement of human resource activities to line specialists. Examines issues involved in devolving training and development to the line, with specific emphasis on the potential difficulties. Recent empirical evidence is represented. Concludes that the shape of things to come, at least for the foreseeable future, will be a sharing of responsibilities between the specialist and the line.
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