In place of formality? Line Management and Personnel in a small, non-profit making organisation

In this SME, all line managers were asked what ‘HRM ’ they do, and how do they decide how to carry out their roles. Line managers accepted their HRM roles without question and considered themselves to be competent in the roles, and having time and support to enable them to contribute effectively. Despite the SME having ‘formal ’ employment relations, the managers carried out their roles in an informal way. Instead of relying on formal written policies and procedures in making decisions, or determining their approach to HRM, they relied mostly on guidance from peers, their line manager, and personal role models. If these results were replicated in other organizations, including larger organizations, it raises the question of how much line managers behave informally within formal organizations, by relying more on peers than on organizational policies and procedures. What implications are there likely to be for those introducing HR