Work-life balance (WLB) is receiving increasing attention in the human resource management field. Line managers are playing a more active role in HRM decision-making, including work-life balance decisions, with the devolution of human resource management responsibility. Drawing on the theory of planned behavior, this paper develops a conceptual model explaining what affects line manager WLB policy and practice behaviors and the consequent impact on employee WLB experience in their organizations. Line manager WLB policy involvement, policy awareness, perceived policy instrumentality, and personal policy utilization are variables which are proposed to impact line manager attitudes towards WLB policies. These attitudes, in turn, are proposed to affect three employee WLB policy outcomes: employee WLB policy awareness, policy uptake, and policy satisfaction. The implications for future research and practice are set out. (C) 2009 Elsevier Inc. All rights reserved.