HR and Line Managers Interaction - Essay Example

? With changes in the business environment changes in the organizational structure became necessary. One such change has been involving, delegating and empowering the line mangers the responsibility of HR functions as they interact regularly with their subordinates. Thornhill and Saunders (1998) agree that human resources are now considered human capital and as such need to be regularly nurtured and valued. Thus management of human resources should be an activity to be carried out by all managers, contend Thornhill and Saunders. This suggests that the line managers should be aware of the link between the management of human resources and the strategic direction designed by the top management. However, the contribution of the line managers in playing the role of HR functions has been challenged. The middle managers or the line managers interact most frequently with the employees and hence play a vital role in any organization. The top management is busy formulating the strategies, goals and objectives and plays the role of transformational leaders (Thornhill & Saunders). Under the circumstances the line managers are expected to have the ability to inspire, motivate, direct and facilitate change by encouraging the employees to become committed to the organization. Bond and McCracken (2006) contend that the line managers should become more involved in HR functions at the operational level. A study at the NHS revealed that the middle managers did use their discretion on a number of issues which implies that the HR strategy is operationalized at the NHS. Line managers are definitely in a position to translate the HRM policies in an organization at the operational level. However, line managers may not be able to cope with the additional responsibilities given to them. They may feel stressed or may be unable to handle the HR functions (Renwick, 2003) and doubts have also been expressed whether they possess the necessary skills and knowledge (Whittaker & Marchington, 2003). This situation, according to Bond and McCracken, can arise when the line managers are not adequately trained and hence lack discretion and maturity. When a subordinate asks for leave the line managers are between positioned to ascertain how this leave would impact the work at the organization. The line manager must also have the ability to motivate the leave applicant to work extra hours in case of emergencies. This requires the use of discretion and calls for maturity on the part of the line managers. When line managers are not adequately trained they are not competent enough to make the right decisions and this situation may not be fair to the staff. At the same time, the line managers may be unable to embrace HR functions as they remain preoccupied with their primary responsibilities and the HR duties remain low on priority, emphasize Brandl et al (2009). Thus, the HR personnel must know the areas of priorities of the line managers before assigning responsibilities so that the right functions are delegated to them. Brandl et al also find that the line managers are keen to handle HR functions such as motivation and staff welfare but they are not keen to take on responsibilities of team building and coaching or in managing conflicts. The purpose of involving the line managers is to free the HR personnel for policy matters, to reduce costs and to enhance employee motivation. This is in view of the belief that direct interaction with the employees enhances competitiveness and production (Larsen & Brewster, 2003). The input from the line managers is significant as it enables the HR to institute and frame the rewards policies. Moreover, certain issues may be too complex for the HR personnel to manage. Since the line managers are in direct contact it may be easier for them as it enhances the decision-making process which according to Budhwar (2000) is one of the most effective tools for employee motivation. For best results the line managers have to work in conjunction with the HR practitioners as it could lead to greater achievement of corporate goals. When the relationship between the two is close it leads to effective people management (McGuire et al, 2008). Close association between the two also helps in motivating the employees and working in cohesion (Guest & Peccei, 2001. The line managers are entrusted with responsibilities such as resourcing and employee relations, and rewards and recognition. However, Whittaker and Marchington (2003) find that if line managers spend time in HR functions they may be doing so at the cost of compromising with the corporate goals and objectives. When FoodCo tried to downsize the HR department they faced problems because the HR personnel took on the responsibility solely on themselves. The HR personnel take the lead in framing policies but they must work in conjunction with the line managers. The HR has to be valued as a strategy but the strategy must be integrated with the strategy of the company. However, for the line managers to support the HR functions, they need support, training and advice. Without appropriate training, if the line managers are entrusted with the responsibility of their subordinates, it could negatively impact employee motivation and organizational competitiveness (Whittaker & Marchington, 2003). Association and conjunction between the line managers and the HR personnel is important even after recruitment and selection has taken place. The performance problem can be identified only by the line managers (Huselid, Becker & Beatty, 2005). If the line managers fail in discharging their responsibility successfully it could result in underperforming employees. The HR views the entire workforce equally but this may result in under-investment in top performers and over-investment in under-performers. The organizational culture may prohibit the HR personnel to treat the workforce equally but the line managers can be entrusted with the responsibility to identify the top and low performers and suggest where the organization should invest. If the line managers do not work in conjunction with the HR personnel the high performers may leave the organization while the low performers may stay on which questions the organizational performance. While line managers are also entrusted with the role of learning and development in an organization, Gibb (2003) argues that line managers may not be positioned to evaluate the learning required or even evaluate the role of the staff. However, at IBM the line managers and the senior HR executives are together involved in employee assessment. IBM needs an Adaptive Workforce (ADWF) to cater to on-demand business and to service the clients. They cannot leave the evaluation of determining the strategic value of a job to an outsider and hence the line managers in conjunction with the HR personnel ensure that their workforce strategy involves sufficient investment in human capital that can contribute to the firm’s strategic success (Huselid, Becker & Beatty). In can thus be concluded ,that the HR department stands to gain by delegating responsibilities to the line managers, as they interact the most with the employees. However, the success of such a strategy can be achieved if the line managers and the HR personnel work in conjunction with each other. The line managers do need the support, training and advice in managing the HR functions. Working together could resolve issues such as lack of training or lack of experience. Nevertheless, the line managers do need training before they are entrusted with the responsibilities. However, the line managers are at times better equipped than HR managers if certain issues are too complex for the HR to handle. Overall, there should be no conflicts between the HR and the line managers because this could nullify the impact of involving the line managers. References Bond, S. & McCracken, M. (2006). The importance of training in operationalising HR policy. Journal of European Industrial Training, Vol. 29 No. 3, pp. 246-260 Brandl, J., Madsen, M. & Madsen, H. (2009). The perceived importance of HR duties to Danish line managers. Human Resource Management Journal, Vol. 19, No. 2, pp. 194–210. Brewster, C. Dr. & Larsen, H.H. (1992). Human Resource Management in Europe, Cranfield Institute of Management Library Budhwar, P.S. (2000). Evaluating levels of strategic integration and devolvement of human resource management in UK. Personnel Review, Vol. 29 No. 2. pp 141-161 Gibb, S. (2003). Line manager involvement in learning and development. Employee Relations, Vol. 25 No. 3, pp. 281-293 Guest, E. & Peccei, R. (2001). Partnership at work: mutuality and the balance of advantage. British Journal of Industrial Relations, Vol. 39, No. 2, pp. 207-236. Huselid, M.A., Becker, B.E. & Beatty, R.W. (2005). Differentiating Your Workforce Strategy, Harvard Business School, Working Knowledge for Business Leaders, 5th December 2011 Larsen, H.H. & Brewster, C. (2003). Line management responsibility for HRM: what is happening in Europe? Employee Relations Vol. 25 No. 3, pp. 228-244 McGuire, D., Stoner, L. & Mylona, S. (2008). The role of Line managers as Human Resource agents in fostering organizational change in public services. Journal of Change Management, Vol. 8, No. 1, pp. 73-84. Renwick, D. (2003). Line manager involvement in HRM: an inside view, Employee Relations, Vol. 25 No. 3, pp. 262-280 Thornhill, A. & Saunders, M.N.K. (1998). What if line managers don’t realize they’re responsible for HR? Personnel Review, Vol. 27 No. 6, pp. 460-476, Whittaker, S. & Marchington, M. (2003). Devolving HR responsibility to the line, Employee Relations, Vol. 25 No. 3, pp. 245-261 Read More