Human resource line manager - Essay Example

The goal of this paper is to resolve the eternal Line Manager-HRM Manager dilemma and show how these two professions interact in a Soft and Hard HRM models. This paper does not merely define the concepts and scope of obligations but performs a detailed analysis of the controversies surrounding the roles of LM and HRM professionals operating collectively in one and the same organizational structure. This paper teaches a good lesson of excellence in organizational performance: only constant cooperation between HR and Line Managers can lead organizations to the desired strategic outcomes.

Overview of Human Resource managers and Line managers It is hard to describe the general responsibilities of HR managers, since the scope and range of their obligations largely depends upon the organizational structure in which they operate or the HRM model they pursue (Mullins,2005). Generally, a HR manager’s goal is to achieve excellence in employee performance and use is as a valuable organizational resource. HR managers work to maintain a close association between employee skills and their job obligations.

Therefore, they have a significant effect on the staff and their levels of performance and productivity (Bovee et al 2007). Line managers are department based managers, who are aware of how business operates and what exactly customers need (Marchington & Wilkinson 2005). Line managers are experts in their own field, and usually they are not supposed to have knowledge of Human resource management (Mullins 2005). Rather, Line Managers exemplify a strong bridge between lower and higher managerial levels, thus letting them accommodate their operational priorities (Power et al 2008).

In a company that considers itself efficient, communication between HR managers and line managers is crucial. Human resource managers may be effective at the organization level, but they need to interact with line managers, who have access and connect them to lower rank managers. Line managers have instant responsibility at departmental level (Mullins,2005). Hard Model (Resource Based) Hard approach emphasises managing the head count resource in rational ways as for any other economic factor like land or capital (Truss et al.,1997). The Hard model concentrates on quantitative, measurable criteria and control and performance management, to create competitive advantage and add value to all department decisions and operations (Gill,1999).

According to Storey (2007), the main goal of HRM in the resource-based model must be that of encouraging employees to enhance their engagement with workplace tasks and organizational compliance. WBBS adopted hard HRM model successfully West Bromwich Building society initiated the development of a new management approach, which will become the fundamental part of its business strategy. They tried to create an employee-customer-service-profit cycle, with employee engagement as its core element.

The concept of engagement is essentially about people's willingness and ability to contribute discretion efforts. WBBS began to train their line managers at twelve different strategies, including culture changes and coaching. Following the implementation of the framework, engagement in all departments was measured. All results were taken seriously and sent to inform department heads. The outcomes of the model implementation are clear: improved customer satisfaction, record-breaking financial results, UK business excellence award