FIRST-LINE MANAGERS’ HR INVOLVEMENT AND HR EFFECTIVENESS: THE CASE OF SOUTH KOREA SEONGMIN RYU AND SUNGHOON KIM In this study, we empirically examine the consequences of devolving HR re- sponsibilities to first-line managers (FLMs) who make daily contacts with frontline workers. Drawing from HR strength theory, we propose that FLMs’ involvement in HR enhances HR effectiveness. We also argue that the positive relationship between FLMs’ HR involvement and HR effectiveness is com- promised when a company employs an institutionally emerging HR system, and that this negative combinative effect will be alleviated by transferring HR knowledge to FLMs. We tested the hypothesized relationships using panel survey data from South Korea (N = 215). The results of our hierarchical re- gression analysis generally support our claims. Implications, limitations, and future research directions are also discussed. © 2013 Wiley Periodicals, Inc. Keywords: first-line manager, HR devolution, institutionally emerging HR system, high-performance work system, knowledge transfer, HR effectiveness Correspondence to: Sunghoon Kim, Australian School of Business, University of New South Wales, Room 555, Sydney NSW 2052, Australia, Phone: +61 (2) 9385-6195, Fax: +61 (2) 9662-8531, E-mail: sk365@cornell.edu, sunghoon.kim@unsw.edu.au. Human Resource Management, November–December 2013, Vol. 52, No. 6. Pp. 947–966 © 2013 Wiley Periodicals, Inc. Published online in Wiley Online Library (wileyonlinelibrary.com). DOI:10.1002/hrm.21576 Introduction A n observed trend in human re- source management is the rising popularity of line managers’ par- ticipation in the implementation of human resource practices. A sizable body of literature reports that line manage- ment’s involvement in HR is now an estab- lished organizational arrangement in Europe (e.g., Andolšek & Štebe, 2005; Conway & Monks, 2010; Larsen & Brewster, 2003; Maxwell & Watson, 2006), the United States (Kulik & Perry, 2008), Australia (Kulik & Hugh, 2006), and India (Azmi, 2010). Prior studies have recognized that line managers’ participation in HR has significant implica- tions for employee motivation (Bond & McCracken, 2005), line managers’ well-being (Gennard & Kelly, 1997), the role of HR de- partments (Conway & Monks, 2010), and organizational outcomes (Azmi, 2010; Perry & Kulik, 2008).