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The text suggests that work-related stress and overload among Front Line Managers (FLMs) contributed to variations in how Human Resource Management (HRM) was implemented in each of the case study organizations. FLMs had a high degree of discretion in their HR responsibilities, but a lower emphasis on productivity-related outcomes made it difficult for them to prioritize HR tasks. As a result, they often neglected some HR tasks due to lack of time, leading to role overload and conflicting priorities with other responsibilities in their role set. Additionally, the text found that FLMs had autonomy in their HR role with little tangible redress when they deviated from intended HRM policies. This led to a lack of clarity in organizational strategy and limited support for FLMs in their HR tasks, resulting in role ambiguity and inconsistent HR practice across different stores.