Introduction
Human Resource Management has undergone many changes during the past few years, due to its role importance in the Organization and the way it is understood. Despite the arguments regarding the influence the HRM has in the Organization, the HRM is one of the essential pillars of the Organizations (Essi, 2017). Many researches have been conducted, related to the effectiveness of HRM and the link between HRM and other Organizational factors. However according to (Essi, 2017), only a small number of studies conducted on activities, value and role of HR from a qualitative view and even smaller number on examining differences between Line Manager and HR professionals. Therefore studying the perceptions of line managers and HR activities can provide a better understanding of HRM and it can show on what areas the human resource needs to develop (Essi, 2017).
Line Managers engaged in making business strategy success (De Winne et al., 2013), and HR managers work to incorporate their strategies into business and practices (Ulrich, 1997). It seems that evolving HRM has started delegating HR tasks to the Line Managers, which Line Managers functions have an effect on HRM. Due to the devolution of HR on Line Managers, they have received more tasks on HR compared to before (Azmi & Mushtag, 2015; Perry & Kulik, 2008). The HR functions for Line Managers have increased thereby such as conducting performance appraisals, recommendations to recruitment, career planning, health and safety, promotion, maintaining the Organizational culture (Perry & Kulik, 2008).
Delegating HR functions to Line managers has increased the effectiveness of managing people (Perry & Kulik, 2008). However (Renwick, 2003), criticizes that delegating HR functions to Line managers has raised doubt and questions on how far the HR functions have been carried out by the Line managers in a fair manner. His study was based on interviews with Line Managers. The Line managers may let office politics or unreliable promises which have an effect on HR function like promotion (De Winne et al., 2013). According to (Perry & Kulik, 2008), Line Managers are prone to be less knowledgeable on HR functions and therefore will not be able to judge the effectiveness of the same.
Video 1.0 -Why should Line Managers understand HR?
(source: Sathiyaseelan, 2017)
Video 1.0 explains the importance of HR function for a Line Manager. Simply elaborate if, the Line Manager has to manage people working under him. Human resource is the most important asset of an organization. Particularly for a Line Manager, managing Human resource is vital to carry out his target objectives given. Without understanding about managing people, a Manager will not be able to carry out his objectives effectively.
Example of Line Management involvement in HR
Diagram 1.0 HR duties of Line Manager
(source: bitsthoughtideas, 2012)
According to Diagram 1.0, today the Line Manager has to undertake much of the above HR functions to carry out the Organization effectively. The Organization I work in is a Bank that is one of the largest 5 Banks in Sri Lanka which has 229 Branches island-wide. The Branch Managers of the Bank are responsible for employee performance appraisal which he allocates Key Performance Indicators to each team member in accordance with the target set for the Branch by the Management.
Hence, The Manager has to identify the knowledge gaps through the BBS index (Branch Business Strengths), where several categories allotted have to be measured using a 1-4 scale (Sampath Bank, 2015). This helps the Manager to identify the knowledge requirement, job rotation requirement and multiple skills held by the employees of the Bank. Thereby, he can identify the training gaps of each employee and send them for training and development programs on his recommendation. The Manager has to manage the Leave of the employees and ensure that they have taken the recommended leaves during the year.
Hence, he has to keep his employees stress free and happy by organizing extra activities such as sports, trip and get together to maintain the team spirit high in the working environment. Health and safety of the workplace, Grievance, and Disciplinary procedures also held with Line Manager to use them as and when needed for employees. The Line Manager is given authority to manage above said HR functions apart from his main functions which enable him to have accountability on behalf of his team's HR function requirements.
However, recruitment, retention, contract of employment functions above are not held with Line Managers' authority. It is wise these functions shall be done through HR Specialists considering the large number of Managers may have different opinions and bias which in turn may influence the culture of the organization negatively.
References:
Azmi, F, & Mushtaq, S, (2015), ‘Role of line managers in human resource management: empirical evidence from India’, The International Journal of Human Resource Management, 26 (5), pp. 616-639.
Bitsthoughtideas, (2012), The Line Manager VS Human Resource Managers, viewed 23 September 2019, <https://bitsthoughtideas.wordpress.com/2012/01/15/the-line-manager-vs-human-resource-managers/>
De Winne, S., Delmotte, J, Gilbert, C, & Sels, L., (2013) ‘Comparing and Explaining HR Department Effectiveness Assessments: Evidence from Line Managers and Trade Union Representatives’, The International Journal of Human Resources, 24 (8): 1708-1735, cited in Essi, R, (2017), Comparison of Line Managers and HR Professionals perception of HR as an activity, BSC Thesis, Aalto University School of Business Mikkeli Campus.
Essi, R, (2017), Comparison of Line Managers and HR Professionals perception of HR as an activity, BSC Thesis, Aalto University School of Business Mikkeli Campus.
Perry, E, & Kulik, C, (2008), ‘The Devolution of HR to the Line: Implications for Perceptions of People Management Effectiveness’, The International Journal of Human Resource Management, 19 (2), pp. 262-273, cited in Essi, R, (2017), Comparison of Line Managers and HR Professionals perception of HR as an activity, BSC Thesis, Aalto University School of Business Mikkeli Campus.
Renwick, D, (2003), ‘Line Manager Involvement in HRM: An Inside View’. Employee Relations, 25 (3), pp. 262-280.
Sampath Bank, (2015), Sampath Bank Annual Report 2015, viewed 23 September 2019, <https://www.sampath.lk/en/investor-relations/annual-reports>
Sathiyaseelan, B, (2017), Why should Line Management understand HR, viewed 16 September 2019, < https://www.youtube.com/watch?v=Je4Il_TeBPA>
Ulrich, D, (1997), Human Resource Champions: The Next Agenda for Adding Value and Delivering Results, Boston: Harvard Business School Press.
I agree with your above clarifications. According to CIPD (2019), Line managers have a very important role to play, not only in the day-to-day management of staff and operations, but also in the execution of HR strategies and in their team and organization's L&D activities. This is especially true of companies that are transforming these practices into line management. Therefore, it is important to give thoughtful consideration to the way line managers are chosen, developed and managed on an ongoing basis to make sure that they are able to fulfill this role.
ReplyDeleteThank you for your comments Anjula. The HR functions for Line Managers have increased. Conducting performance appraisals, recommendations to recruitment, career planning, health and safety, promotion, maintaining the Organizational culture (Perry & Kulik, 2008), are some of the HR functions handled by Line Managers in many Organizations.
DeleteAgreed on the discussion.The line manager is the key COG to ensure that the new plan is implemented in a timely and effective manner. They are fully capable of identifying problems with strategic execution procedures. The input of a line manager is critical to organizational learning. Talent development is a key priority for any organization, and line managers have good control over the identification, development, and promotion of talent in the team. The next generation of line managers often come from these teams(Renwick, 2013).
ReplyDeleteThank you for your comments Sahan. Recruiting talent for vacancies, Providing Training, Coaching, Performance feedback, Monitoring individuals and teams with performances versus targets are also functions handled by today’s Line Managers (John, 2019).
DeleteHi, chandran
ReplyDeleteStrongly concur with your clarrifications.In the opinion of Townsend and Dundon (2015)The fundamental people management has undergone in recent past or so a broadly defined reconfiguration of organizational structure and associated processes.Increased emphasis has been placed on the role and function of line managers (LMs) in offering employee support, supervision, engagement and output consistency.
Thank you for your comments Indika. HRM evolved to the extent of delegating HR tasks to the Line Managers. Due to the devolution of HR on Line Managers, they have received more tasks on HR compared to before (Azmi & Mushtag, 2015; Perry & Kulik, 2008).
Deleteagreed.Perry et al. (2008) and Sheenan et al. (2014) found that devolution increased the
ReplyDeletelevel of effectiveness of people management as perceived by HR professionals.
However, Renwick (2003) argues that devolution was the barrier to effective people
management since there was concern whether line managers were carrying HR
tasks out in a fair manner.
Thank you for your comments Radchika. In most organisations, the Line Management is primarily responsible for day to day people management activities such as employee disciplinary action, coaching, performance management, and promotion decisions (Carol & Hugh, 2005).
DeleteI totally agree with your comprehensive explanation over this topic. The challenges of developing an explicit HR partnership model and reviewing line manager workloads in particular may have resonance for other service organisations seeking to devolve their HRM and HRD roles.
ReplyDeleteAlso, need to consider that the relationships between line managers, HRM and HRD are arguably changing (Gibb, 2003) and becoming more fused, despite continuing debate about the focus of HRM (Budhwar, 2000). Indeed, it is argued that fusing HRM and HRD is essential to ‘provide the necessary synergy for HR to be a truly valued organisational partner’ (Ruona and Gibson, 2004: 49).
Thank you for your comments Namal. Hence I noted that, Line managers are more likely to believe that the HR devolution has increased politics and line manager turnover, and are less likely to believe that same has improved the quality of people management or organizational performance (Carol & Hugh, 2005).
Delete