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Townsend, K., Wilkinson, A., and Allan, C. (2012). Mixed signals in HRM: the HRM role of hospital line managers. Human Resource Management Journal, 22, 267-282. Townsend, K., and Russell B. (2013). Investigating the nuances of front-line managers’ work. Labour and Industry: a journal of the social and economic relations of work, 23, 168-181. Troyer, L., Mueller, C.W., and Osinsky, P.I. (2000). Who’s The Boss?: A Role Theoretic Analysis of Customer Work. Work and Occupations, 27, 406-427. Tubre, T.C., and Collins, J.M. (2000), Jackson and Schuler (1985) revisited: a meta-analysis of the relationships between role ambiguity, role conflict and job performance. Journal of Management, 26, 155-69. Turner, R.H. (1962). Role-Taking: Process versus Conformity. In Arnold M. Rose (ed.), Behavior and Social Processes: An Interactionist Approach (pp.20-40). Boston: Houghton Mifflin. Turner, R.H. (1978). The role and the person. American Journal of Sociology, 81, 1-23. Vermeeven, B. (2014). Variability in HRM implementation among line managers and its effect on performance: a 2-1-2 mediational multilevel approach. The International Journal of Human Resource Management, 25, 3039–3059. Watson, S., Maxwell, G.A., and Farquharson, L. (2006). Line Managers Views on Adopting Human Resource Roles: The Case of Hilton (UK) Hotels. Employee Relations, 29, 30–49.