Integrated Human Resource Management - Coursework Example

Integrated Human Resource management Table of Contents 0 Introduction 3 2.0 Critical Evaluation of Issues 4 3.0 Conclusion 9 4.0 Recommendation forEffectiveness of HR Work with the Line Managers 10 References 11 Bibliography 12 1.0 Introduction Significant changes have taken place and influenced the job responsibility of the HR professional and the line manager while managing people. The development of technology has facilitated managers in using self-service tools. The tools help in changing the mutual work of both HR and line managers, altering the types and styles of work that both perform and thus affecting the result of the business. The growth towards centres of excellence has changed the system through which managers interrelate with HR experts who help them with all the core HR processes. Several businesses have outsourced HR work to large organisations, and line managers take help by means of a call centre system. Thus, from this issue, the changes of such occurrence can be explored. It also emphasised to examine the impact of the HR roles on HR professionals and line managers in the present organisation. It is required to find out the relationship between HR as well as line managers as their responsibilities have changed and has continued to evolve (Human Resource Management, 2010). The line managers in present organisational environment are gradually becoming responsible for performing human resource activities in order to develop, encourage and facilitate learning of the employees. A line manager is defined as a manager who is authorised to direct the work of subordinates and is responsible for accomplishing organisational goals. This paper examines the role of line manager in human resource development activities. In this paper, the current role of line manager in organisation and its great involvement in human resource development have been highlighted (Siugzdiniene, 2008). 2.0 Critical Evaluation of Issues With respect to the recent trends, delegation of HR duties and responsibilities to line managers includes recruitment and selection, communication, appraisal, training and other disciplinary issues. The task of human resource development when provided to the line managers develops the probability of problems and risks, thus this need to be carefully explored and measured properly. Before devolving HR responsibilities to the line managers it is required to provide training of practises and procedures of HR otherwise line managers will falter which results in inconsistent practices of HR. Thus, training should be provided to both local HR managers and the line managers in order to understand their HR responsibilities. HR manager may be unwilling to discard the familiarity of their traditional roles. Devolution may promote tension with line managers and the central personnel department. Though line managers are supportive of devolution, they are unwilling to take the responsibilities of people management due to the workload and their uncertainty in receiving sufficient training (Bach, 2000). The two distinct features of the present-day HRD approach are ‘the devolution of HRD practices to line managers’ and ‘the integration of HRD with business strategy’, or the emergence of Strategic Human Resource Development (SHRD). The delegation of HRD policies and practices to line managers is one of the key enabling characteristics of the SHRD system. The basic assumption is that line managers can make the policies and procedures of HRD. These are designed in order to achieve the strategic objectives through identifying, developing and supporting the appropriate knowledge, skills, commitment and performance in employees of organisation. Line managers are able to identify the communication problems and knowledge gap. They act as a vital link between the learning process within the organisation and a channel through which knowledge is transferred. The managers have a power to block or support the implementation of HRD strategies. The power of line manager may not appear from any hierarchical authority rather it comes from “a unique knowledge base, and their ability to integrate both strategic and operating level information” (Siugzdiniene, 2008). Line managers balance the demands of senior management and employees. They are the information suppliers to senior managers as well as implementers of the decisions taken by senior managers. The line managers are in a position of responsibility without having authority for influencing the decision making activities of senior management. Various scholars argued about the delegation of HRD activities to line managers. The role of line manager is decisive while making suitable work environment for learning. Line managers have the responsibility to promote the team or individuals to make their own learning process. The line managers do not have sufficient competence and skill in human resource management activities. Thus, a greater involvement of line manager in human resource development activities may help them to transform and develop in order to become competent in people management. Line managers assist in improving the quality and value of the intervention of HRD by reducing the gap between performance of the individuals as well as organisations. They are acquainted with the learning needs of both individual along with organisation and also the business perspective. As the line managers are engaged in everyday operations related to customer, it facilitates them to gain knowledge about the organisation’s needs. A systematic training will help the HRD to make greater contribution while enhancing effectiveness of the organisation. Despite this argument it has been observed that devolving the duties and responsibilities of HR follow various risks as well as challenges. The line managers in these activities too face complications. It is true that the work load of line managers hinder them to work efficiently in developing the employee. They may not be able to pay sufficient attention to the employees. The role of HR is not included mainly in their performance objectives of line manager because it may not be possible for them to play dual role in the organisation. The line managers are not specialist, thus they may not feel confident while handling the responsibilities of HR. The line managers must get support from the senior managers in their HRD roles and get incentive for motivation in work. The delegation of HR to line mangers may not emphasise that the original function of human resource management would disappear. It is only to increase the responsibility of managers in human resource development activities. The duties and responsibilities of human resource development specialist are also changing in accordance with the line manager (Siugzdiniene, 2008). The relationship among HRM, HRD and line managers are debatably changing within the organisation and turning to be more amalgamated in spite of the debate about the focus of HRM as well as scope of HRD. The literature of HRM and HRD theory is different from one another. The delegation of human resource management to line managers in the UK, in 1980 has become a debatable topic in this issue. The devolving of HR practices to line managers has gained attention by both practitioner and academician of Europe and the UK. The reason for this is due to downsizing, restructuring and provides importance to employees for competitive advantage. In 1995, Storey while expressing the distinction between human resource management and personnel management highlighted the significant role of line managers while delivering human resource management. A few researchers stated that the line managers who take for granted the activities and responsibilities of HR may have an impact on the employee commitment along with business performance. For example, Hyman and Cunningham indicate the role of line manager while promoting “integrated culture of employee management through line management”. Thornhill and Saunders indicate the role of line managers in securing commitment of employee to quality although increased productivity has also been declared as a basis for devolution of HRM. A current report of Chartered Institute of Personnel Development points out that the influence of line managers in communication and involvement, coaching and guidance have a positive impact on the in general performance of the organisation. In 2003, Renwick had put forward that in the new millennium there is a challenge for line managers if they involve in human resource management. In 1998, Hall and Torrington researched on the development of delegation of HRM activities and pointed out that organisation formulate deliberate and sustained efforts in order to provide HRM duties and responsibilities with line managers. Moreover, there will be negative outcome on strategic integration, flexibility, organisational commitment and quality of the organisation if there is an absence of a designated human resource specialist role. It has been a subject of academic argument and organisational challenges to involve line managers in human resource development practises. Morley and Heraty in 1995, declared that the need of training and the persons to whom the training is provided must be identified. The specialist of HRD carried out the aspects of HRD relating to policy formulation, advising on strategy and training plans. Line managers have been recognised as “one of the key stakeholders with the HRD process”. It is evident that there are problems while securing line managers for the approval of responsibilities of HRD. It is considered that HRD is the key connection between business strategy as well as HRM. According to Swanson and Torraco, besides acting as a supportive role HRD is also central to business. Thus, it can be depicted that there are vital lines to be drawn between HRD, HRM, line managers as well as business strategy. In 2000, the model of the characteristics of strategic HRD by McCracken and Wallace states that the four factors are considered to be an essential part of strategic human resource development (SHRD) approach. The factors are expressed in terms of plans and policies of HRD, amalgamation with mission and goals of organisation, corresponding activities of HRM as well as involvement and commitment of line manager (Warson, 2011). 3.0 Conclusion From the paper it has been observed that in recent times the role of line managers as well as the specialists of human resource development within the organisation has been changing. The line manager is responsible for managing and handling several HR related activities. They undertake various roles of HR in order to implement them in the workplace. The line managers are also in charge of promoting and enforcing work environment with dignity. Thus, it can be concluded that exchange of ideas and practises between HR and line managers may help the company to achieve success and progress in future. The line managers are not specialist in HR activities, thus due to their over workload they fail to work efficiently while handling the employee development issues. Proper training facilities providing to the line managers will help them to acquire all the skills and practises of HR. As a result they can maintain good relationship with the employees and solve problem in due course of time. HR has an advantage over line manger as they are empowered and independent. The HR team keep control over the practices and the policies as well as maintain full observation over the performance of managers. 4.0 Recommendation for Effectiveness of HR Work with the Line Managers The role of line manager in the organisation is to focus on production, goal orientation and save money for the company. He is responsible for maintaining the performance of the employees, getting the work done and managing disciplinary problems. HR managers have broad roles in the organisation. He has a responsibility for the company as well as the employees. The major responsibility is to manage any issue in accordance with the policy of the company. Thus, by devolving certain tasks of HR to the line manager will help the line manager to learn various HR issues. HR managers must spend time and build better relationship with the line managers in order to learn the businesses. They can also gain knowledge of the achievement of goals. The line managers should be provided training in handling the HR activities. The line managers may build strong connection with the employees which will help the company to progress. The skilful training should be provided to the line managers which would help them in handling various HR related activities such as HR planning, recruitment and selection, health and safety of the employees along with redundancy. Delegating HR activities to the line managers would help in supervising the progression of employees. References Bach, S., 2000. Role of Line Managers. HR and New Approaches to Public Sector Management: Improving HRM Capacity. [Online] Available at: http://www.who.int/hrh/en/Improving_hrm_capacity.pdf [Accessed March 02, 2011]. Human Resource Management, 2010. HR on the Line: The Roles of HR Professionals and Line Management in the Modern Organization. Call for Paper. [Online] Available at: http://airaanzweb.weebly.com/uploads/2/1/6/3/2163987/hr_on_the_line_final.pdf [Accessed March 02, 2011]. Siugzdiniene, J., 2008. Introduction. Line Manager Involvement in Human Resource Development. [Online] Available at: http://www.ktu.lt/lt/mokslas/zurnalai/vpa/vpa25/VPA_Nr.25_J.Siugzdiniene_p.32-37.pdf [Accessed March 02, 2011]. Warson, S., 2011. Theoretical Perspectives. Perspective in Line Manager in Human Resource Management: Hiltion International’s UK Hotel. [Online] Available at: http://napier.academia.edu/SandraWatson/Papers/198259/Perspectives_on_Line_Managers_In_Human_Resource_Management_Hilton_InternationalS_UK_Hotels [Accessed March 02, 2011]. Bibliography Kandula, R. S., 2005. HRD in Competitive Business Environment - Realities, Challenges and Practices. ICFAI Books. Kleiman, D., 2003. Human Resource Management: A Managerial Tool for Competitive Advantage Third Edition. Dreamtech Press. Read More