Afework, Fisseha(Associate Professor)Fantu, Tesfaye2019-03-222023-11-042019-03-222023-11-042018-06-12http://etd.aau.edu.et/handle/123456789/17119Different literature states that the responsibility for HRM implementation is increasingly devolved to line managers, very few research addresses what makes line managers effective in the practicality. This study examined the effectiveness of line managers in implementing HRM practices, Training and performance management. The questionnaire data that was collected from the 21-line managers and their subordinates (57) within the Foundation show that employee and management perceptions on what makes a manager an effective HRM implementer have a similarity with a little variance. Results show that in the perception of subordinates, Training is the basic activity that line managers are implementing effectively, while in the perception of line managers, their involvement and effectiveness in implementing the HRM practices was significant in terms of recruitment, training, performance management and grievance handling. Overall, line managers perceive that they have the capacity, competence and also agree that they are receiving the necessary support from the HR department. To maintain the involvement in implementing HRM practices, the study suggested some improvement, particularly in terms of sufficient and consistent support from superiors and the HR department. A clear feedback regarding the implementation of HRM from superiors and HR department is regarded as an important tool for line managers in improving their HRM role performance effectivenessen-USline managersHuman resource implementationline managers effectivenessThesis