Human Resources and Line Managers Interaction - Essay Example

Running Head: HUMAN RESOURCES AND LINE MANAGER’S INTERACTION Human Resources and line manager’s interaction Insert Insert Grade Insert Tutor’s Name 09 December 2010 Outline Introduction Human Resource functions and role of line managers Interaction between HRD and line managers Conclusion Human Resources and line manager’s interaction Introduction Human Resource functions are largely concerned with the management and development of people in any particular organization (Armstrong, 2006). Generally, the major role of HR function has been seen as one centered on enabling the organization to achieve its objectives through instituting numerous initiatives and providing guidance and support on all issues related to the organization’s employees (Armstrong, 2006). Current theories of human resource development (HRD) postulate that expectations about the roles of line managers in human resource development are increasing as more efforts are made to make HRD functions leaner and more strategic (Siugzdiniene, 2008). Today, as compared to earlier period, line managers are being held more responsible and accountable for numerous functions in HRD. Contemporary human resource literature shows how today’s line managers are assuming important role specifically in encouraging employee learning and development (Siugzdiniene, 2008). Although this assumption remains theoretical and less data exists on implementation procedure, the truth of the matter is that line managers’ role in HRD functions is increasingly becoming real and undisputed fact. Human Resource functions and role of line managers Two unique features of the modern HRD approach exists that is: the devolution of HRD practices to line managers and the integration of HRD with the overall business strategy sometimes referred to as Strategic Human Resource Development-SHRD (Siugzdiniene 2008). The major role of SHRD has evolved to constitute the creation of strong linkages with the organizations strategic goals and establishment of learning environment coupled with structural design, which in turn is facilitated to promote learning with sole aim of improving organization’s performance (Siugzdiniene 2008). Further, SHRD involves integrating HRD functions with objectives of the business. The essence of devolving HRD functions and practices to line managers has evolved as one of the enabling element of SHRD system and the general conviction is that line managers possess the ability to drive HRD policies and practices (Siugzdiniene 2008). Starting in the early days of1990s, it became clear that the traditional role of human resource could not dictate the events of the future and therefore need arose to re-align human resource functions to the new emerging elements in the organization. Such new emerging elements included culture, behavior, motivation, and performance (Gratton 1999). Therefore, there was a gradual shift from human resource concentration on capital and technology to more processes of promoting awareness on the above-mentioned elements (Gratton, 1999). As it would dawn on line managers, their role was forced to undergo modification with the changes in the mainstream human resources management where line managers were to be accountable for issues such as how their staff behaved, performed, were selected, and dismissed (Gratton 1999). Therefore, line managers became critical in the support and promotion of this new psychological contract, their role centered on creating and motivating commitment and trust, as well as ensuring that people under their management are in harmony with the organization’s strategy. As new changes in human resource would imply, line managers generally became to be responsible in developing excellent interpersonal skills and successful management skills (Gratton 1999). Interaction between HRD and line managers In a research carried out in 1980s by Storey, and the findings released in 1992 the central theme of the research became clear that line managers were to be important and vital in determining how human resource should be used. In other words, the success or failure of human resource functions rested with the steps to be undertaken by line managers (Gratton 1999). Strategic goals of human resource depends greatly on the setting of means of achievement in essence are laid down by the line managers. At the same time, the role of line managers has been seen to be intertwined within the human resource functions and the major role of line managers is seen to be vital in realizing the strategic goals with regard to unions, employees, and the general development and implementation of key elements of human resource function (Schuler and Jackson 2007; Marchington and Wilkinson, 2005). One area that has come to reflect in a clear manner the interaction between human resources functions and line managers is in the area of employee cycle management (Deb 2006). This concept largely dwells on providing both the organization and employee a full life cycle of services from the moment an employee is recruited, aligning the organization goals to be accomplished, initiating the employee into the organization (Bandt and Haines 2002). Human resource management function touches on the entire life cycle of the employees, right from recruitment to separation and in the process renders a host of services, which is valuable to an organization and employees (Deb 2006). The aspect of human resource management development is largely the responsibility of line managers (Deb 2006). Within the strategic human resource development goals, line managers have an important role to play in ensuring achievement of HRD goals (Theron, Schlechter, Nel and O’Neill 2006). Generally, HRD provides instruments and systems that an organization needs in order top develop its human resources and as a result line managers role constitute translation of the these HRD goals. In addition, because they are the ones responsible in translating the objectives into action they have the responsibility of developing and utilizing manpower (Khurana, Khurana and Sharma 2010). In broad sense, line managers perform the following HRD functions: raising managerial competence; strengthening managerial system discipline; deepening workers involvement; earning union leadership; and perceiving possible outcomes of acquiring new capabilities (Khurana, Khurana and Sharma 2010). In essence, line managers are always close to the working people and it has become their responsibility to establish and develop such atmosphere and condition, which contribute to the reinforcement of HRD goals in the organization as whole (Purcell 2003). Therefore line managers together HRD unit in mutual collaboration play complementary roles. Each is seen to supplement and support what the other does especially in relation to the development of organization’s employees (Khurana, Khurana and Sharma 2010). Line managers interact with human resource unit in key aspect of establishing and carrying out appraisal systems. For instance, the role of line managers has come to center on defining capabilities of employees. In carrying out this function, the line managers have the role of identifying and clarifying critical area of performance of every employee in the organization. Further, line manager has to ensure appropriate help is directed towards the employee in establishing achievable and challenging goals (Khurana, Khurana and Sharma 2010). Line manager at the same time have been regarded to have another role of ensuring organization employees have adequately identified their strengths and weaknesses through periodical feedback. Line managers at the same time have to understand the problems each employee might be going through and ensure appropriate help has been given to them. On overall the line managers is vested with the responsibility of generating a climate of openness, trust and basically encourage identification and use of competencies by each of the employees in the organization (Khurana, Khurana and Sharma, 2010). Further, line managers have a role in creating and establishing career systems. In line with this, the line manager has to facilitate employee growth and build a strong career growth in the organization. For organization’s career growth to be effective and purposeful, line managers are seen to hold critical position specifically in guiding the necessary change. The line manager has to identify career opportunities in the organization for each employee and assess competencies required on the part of the employee. Line manager further provides help especially through counseling to organization’s employees who have reached saturation level in the organization (Khurana, Khurana and Sharma 2010). Therefore, within these precepts line manager is seen to perform important roles of: identifying career opportunities for every employee in the organization; carrying out assessment of organization’s employee capabilities either for rewarding or promotion; and carrying out evaluation of employee performance in the process providing feedback to employees about their individual potentials. Further, the line manager is responsible in motivating the organization’s employees and preparing them to acquire higher levels of skills knowledge and present them with any available opportunity to develop (Khurana, Khurana and Sharma 2010). Conclusion The development and growth of strategic human resource development has led to organizations integrating their numerous and organization’s goals into a uniform strategy that in turn is pursued in collaboration between the various organization’s units. As a result, the role of line managers is seen to be intertwined in overall human resource function and the manager is seen to be the pivotal to realization and achievement of organization’s goals. Reference List Armstrong, M., 2006. A handbook of human resource management practice. PA, Kogan Page Publishers. (Online). Available from: http://books.google.com/books?id=D78K7QIdR3UC&pg=PA95&dq=the+role+of+the+HR+function+and+its%E2%80%99+interaction+with+line+managers&hl=en&ei=87EATcX9GdPH4gaZ2qj0Ag&sa=X&oi=book_result&ct=result&resnum=3&ved=0CC4Q6AEwAg#v=onepage&q&f=false (Accessed 09 December 2010). Bandt, A., and Haines, S. G., 2002. Successful Strategic Human Resource Planning. Australia, Systems Thinking Press. (Online). Available from: http://books.google.com/books?id=q2UW6IjgHbsC&pg=PA15&dq=role+of+line+managers+in+human+resource+function&hl=en&ei=QxsBTaOtE5DysgbSzfTyDg&sa=X&oi=book_result&ct=result&resnum=7&ved=0CEkQ6AEwBg#v=onepage&q=role%20of%20line%20managers%20in%20human%20resource%20function&f=true (Accessed 09 December 2010). Deb, T., 2006. Strategic Approach to Human Resource Management. Atlantic Publishers & Distributors. (Online). Available from: http://books.google.com/books?id=cv8D0-_4IpAC&pg=PA63&dq=employee+cycle+management-human+resource&hl=en&ei=wwwBTZTqF4qDswbg4fHyDg&sa=X&oi=book_result&ct=result&resnum=1&ved=0CCYQ6AEwAA#v=onepage&q=employee%20cycle%20management-human%20resource&f=true (Accessed 09 December 2010). Gratton, L., 1999. Strategic human resource management: corporate rhetoric and human reality. UK, Oxford University Press. (Online). Available from: http://books.google.com/books?id=Z7HMZcdN2i0C&pg=PA136&dq=strategic+human+resource+management+and+line+managers&hl=en&ei=xOEATcf6FJT24gbHsoz0Ag&sa=X&oi=book_result&ct=result&resnum=3&ved=0CDMQ6AEwAg#v=onepage&q=strategic%20human%20resource%20management%20and%20line%20managers&f=false (Accessed 09 December 2010). Khurana, A., Khurana, P., and Sharma, H. L., 2010. Human Resource Management. New Delhi, V. K. Enterprises. (Online). Available from: http://books.google.com/books?id=-h92DFElqooC&pg=PA15&dq=interaction+of+human+resource+function+and+line+managers&hl=en&ei=IA0BTY_iHpDOswaRw4HzDg&sa=X&oi=book_result&ct=result&resnum=1&ved=0CCcQ6AEwAA#v=onepage&q&f=true (Accessed 09 December 2010). Marchington, M. and Wilkinson, A., 2005. Human resource management at work: people management and development. London, CIPD Publishing. (Online). Available from: http://books.google.com/books?id=WBmabutLQt4C&pg=PA142&dq=role+of+line+managers+performance+appraisal&hl=en&ei=QR4BTdnLEMyUswbI6_nyDg&sa=X&oi=book_result&ct=result&resnum=5&ved=0CD0Q6AEwBA#v=onepage&q=role%20of%20line%20managers%20performance%20appraisal&f=false (Accessed 09 December 2010). Purcell, J., 2003. Understanding the people and performance link: unlocking the black box. London, CIPD Publishing. (Online). Available from: http://books.google.com/books?id=tf6QnWTiSmcC&pg=PA37&dq=role+of+line+managers+performance+appraisal&hl=en&ei=QR4BTdnLEMyUswbI6_nyDg&sa=X&oi=book_result&ct=result&resnum=1&ved=0CCgQ6AEwAA#v=onepage&q=role%20of%20line%20managers%20performance%20appraisal&f=true (Accessed 09 December 2010). Schuler, R. S. and Jackson, S. E., 2007. Strategic human resource management. Wiley-Blackwell. (Online). Available from: http://books.google.com/books?id=mVP8wILJRO8C&pg=PA222&dq=strategic+human+resource+management+and+line+managers&hl=en&ei=xOEATcf6FJT24gbHsoz0Ag&sa=X&oi=book_result&ct=result&resnum=2&ved=0CC0Q6AEwAQ#v=onepage&q=strategic%20human%20resource%20management%20and%20line%20managers&f=false (Accessed 09 December 2010). Siugzdiniene. J., 2008. Line Manager Involvement in Human Resource Development. Kauno Technology University. (Online). Available from: http://docs.google.com/viewer?a=v&q=cache:DujJ0KrXUccJ:www.ktu.lt/lt/mokslas/zurnalai/vpa/vpa25/VPA_Nr.25_J.Siugzdiniene_p.32-37.pdf+human+resource+and+line+managers&hl=en&gl=ke&pid=bl&srcid=ADGEESjp-Rt9Y9Q9TAUrTJlWccMnH1iTuI_SF1YnDZ58JZsrrNxxNkGT7EDwtKxAQzRXxQudh_mOqEF9O6Yf7jcX5czjKvQ9OpomUu4e4TKF9O2fAFkpCBokpJ6jWH1QlJMeJcg5lHS5&sig=AHIEtbQPdzC63TrFjMJKLF3PIqvjHHKwSQ&pli=1 (Accessed 09 December 2010). Theron, R., Schlechter, A., Nel, P., and O’Nell, C. C., 2006. Industrial psychology: fresh perspectives. Cape Town, Pearson South Africa Publishers. (Online). Available from: http://books.google.com/books?id=V5UGnfHwkmwC&pg=PA147&dq=role+of+line+managers+in+human+resource+function&hl=en&ei=QxsBTaOtE5DysgbSzfTyDg&sa=X&oi=book_result&ct=result&resnum=4&ved=0CDkQ6AEwAw#v=onepage&q=role%20of%20line%20managers%20in%20human%20resource%20function&f=false (Accessed 09 December 2010). Read More