HR and Line Managers Interaction - Literature review Example

Topic: Lecturer: Presentation: Introduction Human resource management is broad in scope and has various models of operation depending on organizations. Armstrong (2006) defines human resource management as a strategic and coherent approach of managing people in organizations while Bratton and Gold (1999:14) define it as a body of knowledge and practices that define nature of work and regulate employment relationship. Traditionally, human resource manager’s work was to keep employee records, administer salaries and recruitment but the role has changed tremendously to involve such activities as training and development, job evaluation, performance appraisal, health and safety issues as well as aligning human resource strategy with business strategy. Recently, the field of human resource management is devolving some responsibilities to the line managers who play a key role in enforcing HR policies and strategies. Different models of human resource management are used to explain various HR activities carried out by different organizations and are derived from organizational behaviour theories. The matching model by the Michigan school recognizes the importance of congruence between HR systems, organization structure and organization strategy (Armstrong, 2006). It involves activities such as selection, appraisal, and reward management and employee development. On the other hand, the Harvard model recognizes the importance of stakeholders and quality and commitment of workforce (Beardwell & Claydon, 2007). The Fombrun, Tichy and Devanna model shows interrelations and coherence of HRM activities for increased organization performance. Storey model emphasizes trust and commitment. The Hendry and Pettigrew’s model shows influence of business strategy on HRM policy. The roles of HR function and line managers are derived from these models. Human Resource and Line Managers The human resource and line managers play a crucial role in administration of human resource management activities in organizations. Some activities are carried out by HR practitioners, others by line managers while other roles are shared. The HR function is involved in development and implementation of HR strategies and policies (Armstrong, 2006). Human resource practitioners are supposed to be conversant with the business so as to develop strategies that are in line with business strategy. Some organizations involve them in formulation of corporate strategies so that they can properly integrate HR policies and strategies when planning. The HR are also concerned with health and safety issues, handling employee relations , recruitment and selection, ensuring statutory requirements are fulfilled, equal opportunity and diversity issues as well as learning and development of employees (Bratton & Gold, 1999). They also advice senior management on various issues and ensure that organization objectives are met. They also act as change agents as they are aware of areas of resistance hence help the management to minimise dissatisfaction and overcome resistance by linking changes to strategic needs (Heathfield, 2010). However, HR function has been criticized on the basis that HR practitioners are not aware of business operations, promoting policies which are hard to effect and for being unresponsive (Marchington & Wilkinson, 2005). The Harvard model according to Armstrong (2006) was the first to emphasize on the importance of line managers in managing human resources. He argues that line managers play vital role of aligning company strategy and personnel policies. The line managers are involved in day-to-day running of the business and work closely with the employees. They are entrusted with the role of managing operational costs. According to Heraty & Morley (1995), line managers are involved in human resource development process. Since they are closer to workers, they can easily identify their training needs and also train them. Gibbs (2003) acknowledges the role of line managers in learning and development which also entails performance appraisal in order to ascertain areas that need improvement. Line managers therefore can positively influence employee commitment and hence business performance through continuous development and improved quality standards. Since line managers are promoted from within the organization thus lack managerial skills, they need support from senior management and HR practitioners and also require training and development so as to gain courage to carry out HR activities. Interaction of HR Function and Line Managers The HR function has devolved most of its roles to the line managers and now act as advisors and offer support to them as well as senior managers. Some of the functions are carried out jointly by HR practitioners and line managers. The HR practitioners formulate strategies and policies but rely on line managers to implement them and therefore need to gain line management support for the policies to work effectively (Armstrong, 2006). Training and development is one activity that requires collaboration of line managers and HR specialists. This activity is undertaken so as to improve the skills of the workforce for individual career development hence improved performance and organizational effectiveness. Tesco is one of the organizations that applies Guest model of HRM. HRM practices are geared towards high commitment, quality, and task flexibility (Bratton & Gold, 1999). In Tesco this is achieved through training and development of its workforce which has enabled it to maintain a competitive advantage in supermarket business. Its HR policy links business measures to performance management and emphasizes on meeting customer needs (Reed business information, 2008). Its HR director Glickman and operations personnel director Harley through an interview with Sarah O’Carroll emphasized on leadership and information sharing as key to surviving economic downturn. Communication is enhanced among all stakeholders by having lean management and involving employees in decision making process hence commitment and motivation. The HR work is to develop senior talent and the line managers are supposed to spot talent early and develop it. The company recruits inexperienced staff and train them and this acts as the basis for promotion after performance measurements are carried out. The Hilton international hotels portray a HRM model by Hendry and Pettigrew whereby business strategy influences the content of HRM policy. A study conducted by (Maxwell & Watson, 2006) on perspectives of line managers revealed that the business strategy for Hilton which is development of service quality initiative and all its HR activities are linked to this strategy. The process is owned by all employees and hence they are vital to company objective. Line manager’s role is to carry out more of HRM responsibilities and human resource development activities so as to support the business strategy. They are involved in selection, training and development, motivation, and performance management while HR specialist’s role is to support them. The HR and line managers work in partnership. The study noted that there were conflicts between the HR and line managers especially on the responsibility of service quality initiative. There were also challenges for line managers in performing their role due to workload, and time pressure. Hutchinson & Purcell (2003) observes that support from strong organizational values can enhance line managers’ commitment to people management. Without their commitment, the HR activities can’t be devolved effectively. HR specialists need to support line managers in carrying out this role by offering advisory services as well as training and development so that the line managers who are mostly promoted within organization and have no managerial experience can be courageous in coaching employees. The role of HR function and line manager are complementary despite the tensions that exist in performing the roles. Conclusion The HR functions vary from organization to organization depending on the HRM model adopted by the organization and the organization structure. Consultation with line managers is essential in gaining their commitment and also involving them in decision making. Some HR functions can be outsourced to management consultancies so as to ease their burden and offer internal consultancy to management and line managers. HR specialists should embrace devolution instead of seeing at as a threat to their job security. Line managers also are uncertain of role of HR function and hence need to be advised and supported so as to understand the role. This will enable the HR and the line managers to work efficiently for organization effectiveness. References Armstrong, M. (2006) A Handbook of Human Resource Management Practice. 10th edn. London: Kogan Page. Beardwell, J. & Claydon, T. (2007) Human Resource Management: A Contemporary Approach. 5th edn. Harlow: Pearson Education. Bratton, J. & Gold, J. (1999) Human Resource Management Theory and Practice. 2nd edn. Basingstoke: Palgrave MacMillan. Gibb, S. (2003) ‘Line manager involvement in learning and development: Small beer or big deal?’ UK Employee Relations. 25 (3) pp. 281-293. Heathfield, S. (2010). ‘What Does a Human Resource Manager, Generalist or Director Do?’About.com Guide. November18, 2010 from http://humanresource.about.com/od/jobdescriptions/f/hr-job-mgr.htm Heraty, N. & Morley, M. (1995) ‘Line managers and human resource development’. Journal of European Industrial Training. 19 (10) pp. 31-37. Hutchinson, S & Purcell, J. (2003). Bringing Policies to Life: The Vital Role of Front Line Managers in People Management. London: CIPD. Marchington, M & Wilkinson, A. (2005). Human Resource Management at Work: People Management and Development. 3rd edn. London: CIPD. Maxwell, G.A. & Watson, S. (2006) ‘Perspectives on line managers in human resource management: Hilton Internationals UK hotels’. International Journal of Human Resource Management. 17(6) Jun. pp. 1152-1170. Purcell, J. & Hutchison S. (2007) “Front-line managers as agents in the HRM performance causal chain: theory, analysis and evidence”. Human Resource Management Journal. 17(1) pp. 3–20. Reed Business Information. (July, 2008). ‘Putting Store in HR’. Retrieved November18, 2010 from http://www.humanresourcesmagazine.com.au/articles/21/oco58621.asp? Read More