Line Managers are the implementers of the human resource management (Azmi & Mushtag, (2015), Chen et al., (2011), Perry & Kulik, (2008), Sheenan et al., (2014). Therefore delegating HR to line managers is important. Most research concludes that the Line Managers are important in functioning HR functions (Azmi & Mushtag, (2015), Chen et al., (2011), Perry & Kulik, (2008).While some research found that to be essential for Competitive advantage (Wright et al, 2001). The HR function consists of a variety of tasks. According to (McLean, 2006), pay benefits, dismissal, discipline & motivation are the most important HR tasks devolved to Line Managers and motivation is the most important activity in HRM. Motivation and retention are important tasks in HR and attraction and selection are also important HR activities for Line Managers to gain a competitive advantage (Wright et al, 2001).
The traditional HR activities are more aligned with administrative functions and later HR has developed to be a part of strategic management in the Organization (Lemmenrgaard, 2008, Teo & Rodwell, 2007). However according to (De Winne et al., 2013), still Line Managers perceive the HRM functions as one of their important tasks. At the same time, (Chen et al., 2011) criticize that; HR is still perceived as an administrative expert rather than a strategic partner. The reason mentioned is that the strategic involvement concept is relatively new and Line Managers are yet to align with the new concept.
Close co-operation between HR and Line Managers can create greater results that add value to the Organization (Papalexandris & Panayotopoulou, 2005). Several authors have highlighted this partnership, in which Line Managers share the responsibility of HRM of Organizations (Renwick, 2003, Whittaker & Marchington, 2003). However, despite the HR – Line Manager Partnership, in fact, it is not ideal for all Organizations. It shows that this collaboration met with many struggles and problems (McGuire et al., 2011). This struggle between HR and Line Management is happening in the Organization for a long time due to the mismatch of functions between HR (Advise and support) and Line Management (Authority overproduction function). Although the HR advising Line Management seems perfect in theory, some research points showing HR – Line Management friction has become an obstacle to the Organizational objectives (Dalton, 1950).
One of the reasons causing friction between HR – Line Management relates to a lack of clarity on each other’s role in HRM functions. (Maxwell and Watson, 2006), states that there needs to be an understanding between HR staff and Line Managers, of the Line Manager’s responsibilities to form a base for HR devolution. One study has found that HR Managers perceive Line Manager's responsibility on HR is greater than what Line Managers perceive about the HR function delegated to them (Maxwell & Watson, 2006). It states that HR specialists believe that, there is a greater role for the Line Managers, HR function than they actually do. These contrast views on the responsibility in between HR and Line Management is detrimental for Line Managers to carry out the HR functions delegated to them and finally may lead to poor performance in the Organization (Gilbert et al., 2011; Maxwell & Watson, 2006).
To identify further about Line Managers' responsibilities on HR Management, the theory of Role Dynamics by (Kahn et al., 1964), will help. The theory is interesting as it distinguishes between the role expectations of role sender (HR specialist) and role experienced by the receiver (Line Manager). If elaborate further, it is about the differences in expectations regarding the HR delegation by HR staff versus the experience regarding HR devolution by the Line Managers. (Kahn et al., 1964), identify three sets of factors that influence expectations (HR) and experienced role (Line). They are Organizational, interpersonal and individual factors. At the same time, a discrepancy can be determined between HR and Line Management on the extent of HR delegation by the way these factors perceived by both parties.
The degree of HR devolution can be measured using an index based list on 24 HR tasks (Gilbert, 2012). Parties, who are the HR specialists and Line Managers, indicated to which extent Line Managers are responsible for a particular HR task in respect of their Organization (scale 1-4). It creates a different measure based on the discrepancy between HR Management response and Line Management response regarding the HR devolution.
According to approaches in Hilton International’s UK Hotels, table 1.0 derived from a survey about the activities and extent of HR activities, the Line Manager involved,
(source: Maxwell & Watson, 2006)
It is interesting to note that induction and team briefings to business performance, with evaluation and process having little impact. Greatest involvement seen in team briefings, identifying training needs and performance appraisals, which is the same as caring, assessing behaviors and informing by (Beattie’s, 2006).
There is also surveyed that Line Managers can undertake HRD activities with 95% of people feeling competent in supporting training and development. Further 92% are comfortable with coaching roles. They are more associated with empowering, thinking, being professional and advising (Beattie, 2006).
The traditional HR activities are more aligned with administrative functions and later HR has developed to be a part of strategic management in the Organization (Lemmenrgaard, 2008, Teo & Rodwell, 2007). However according to (De Winne et al., 2013), still Line Managers perceive the HRM functions as one of their important tasks. At the same time, (Chen et al., 2011) criticize that; HR is still perceived as an administrative expert rather than a strategic partner. The reason mentioned is that the strategic involvement concept is relatively new and Line Managers are yet to align with the new concept.
Close co-operation between HR and Line Managers can create greater results that add value to the Organization (Papalexandris & Panayotopoulou, 2005). Several authors have highlighted this partnership, in which Line Managers share the responsibility of HRM of Organizations (Renwick, 2003, Whittaker & Marchington, 2003). However, despite the HR – Line Manager Partnership, in fact, it is not ideal for all Organizations. It shows that this collaboration met with many struggles and problems (McGuire et al., 2011). This struggle between HR and Line Management is happening in the Organization for a long time due to the mismatch of functions between HR (Advise and support) and Line Management (Authority overproduction function). Although the HR advising Line Management seems perfect in theory, some research points showing HR – Line Management friction has become an obstacle to the Organizational objectives (Dalton, 1950).
One of the reasons causing friction between HR – Line Management relates to a lack of clarity on each other’s role in HRM functions. (Maxwell and Watson, 2006), states that there needs to be an understanding between HR staff and Line Managers, of the Line Manager’s responsibilities to form a base for HR devolution. One study has found that HR Managers perceive Line Manager's responsibility on HR is greater than what Line Managers perceive about the HR function delegated to them (Maxwell & Watson, 2006). It states that HR specialists believe that, there is a greater role for the Line Managers, HR function than they actually do. These contrast views on the responsibility in between HR and Line Management is detrimental for Line Managers to carry out the HR functions delegated to them and finally may lead to poor performance in the Organization (Gilbert et al., 2011; Maxwell & Watson, 2006).
To identify further about Line Managers' responsibilities on HR Management, the theory of Role Dynamics by (Kahn et al., 1964), will help. The theory is interesting as it distinguishes between the role expectations of role sender (HR specialist) and role experienced by the receiver (Line Manager). If elaborate further, it is about the differences in expectations regarding the HR delegation by HR staff versus the experience regarding HR devolution by the Line Managers. (Kahn et al., 1964), identify three sets of factors that influence expectations (HR) and experienced role (Line). They are Organizational, interpersonal and individual factors. At the same time, a discrepancy can be determined between HR and Line Management on the extent of HR delegation by the way these factors perceived by both parties.
The degree of HR devolution can be measured using an index based list on 24 HR tasks (Gilbert, 2012). Parties, who are the HR specialists and Line Managers, indicated to which extent Line Managers are responsible for a particular HR task in respect of their Organization (scale 1-4). It creates a different measure based on the discrepancy between HR Management response and Line Management response regarding the HR devolution.
According to approaches in Hilton International’s UK Hotels, table 1.0 derived from a survey about the activities and extent of HR activities, the Line Manager involved,
Table 1.0 - involvement in activities and importance in HRD activities
|
HRD
activity
|
Line
managers’ views on their involvement in HRD activities (involved or not)
|
Line
Managers’ mean scores on importance of HRD activities to business
effectiveness (1=most important, 5= least)
|
Managers’
rankings of most important HRD activities to business effectiveness
|
|
Team
briefings & communication
|
89%
|
2.77
|
2
|
|
Identification
of training needs
|
85%
|
3.26
|
4
|
|
Performance
appraisal
|
84%
|
3.21
|
3
|
|
Ensure
staff participate in T & D activities
|
80%
|
3.32
|
5
|
|
Evaluating
training
|
71%
|
3.57
|
6
|
|
Ensuring
HRD processes are maintained
|
67%
|
3.63
|
7
|
|
Induction
of new employees
|
66%
|
2.58
|
1
|
It is interesting to note that induction and team briefings to business performance, with evaluation and process having little impact. Greatest involvement seen in team briefings, identifying training needs and performance appraisals, which is the same as caring, assessing behaviors and informing by (Beattie’s, 2006).
There is also surveyed that Line Managers can undertake HRD activities with 95% of people feeling competent in supporting training and development. Further 92% are comfortable with coaching roles. They are more associated with empowering, thinking, being professional and advising (Beattie, 2006).
References:
Beattie, RS, (2006), ‘Line Managers and Workplace Learning: Learning from the Voluntary Sector’, Human Resource Development International, 9:1, pp. 100-19.
Chen, Y, Hsu, Y., & Wai-Kwong Yip, F., (2011), ‘Friends or Rivals: Comparative Perceptions of Human Resource and Line Managers on Perceived Future Firm Performance’, The International Journal of Human Resource Management, 22 (8), pp. 1703-1722.
Dalton, M, (1950), Conflicts Between Staff and Line Managerial Officers, American
Sociological Review, 15(3), pp. 342-51.
Gilbert, C, (2012), HRM on the line: Empirical studies on the prerequisites and
importance of effective HRM implementation, [doctoral thesis] Faculteit Economie en
Bedrijfswetenschappen, KU Leuven, cited in Op, DBS, Wynen, J, Hondeghem, A, (2016), HRM implementation by line managers: explaining the discrepancy in HR-line perceptions of HR devolution, International journal of human resource management, 27(17), p. 7.
Gilbert, C, De Winne, S, & Sels, L., (2011), Antecedents of front-line managers'
perceptions of HR role stressors, Personnel Review, 40(5), pp. 549-69.
Kahn, RL, Wolfe, DM, Quinn, RP, Snoek, JD, & Rosenthal, RA., (1964),
Organizational Stress: Studies in Role Conflict and Ambiguity, New York: John Wiley &
Sons Inc, cited in Op, DBS, Wynen, J, Hondeghem, A, (2016), HRM implementation by line managers: explaining the discrepancy in HR-line perceptions of HR devolution, International journal of human resource management, 27(17), p. 7.
Lemmerngaard, J, (2008), ‘From Administrative Expert to Strategic Partner’. Employee Relations, 31 (2), pp. 182-196, 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.
Maxwell, GA, & Watson, S, (2006), Perspectives on line managers in human resource
Management: Hilton International's UK hotels, International Journal of Human Resource
Management, 17 (6), pp. 1152-70, viewed 16 September 2019, <https://www.researchgate.net/publication/233093075_Perspectives_on_line_managers_in_human_resource_management_Hilton_International's_UK_hotels>
McGuire, F, McGuire, D, & Sanderson, M., (2011), Between A Rock And A Hard Place:
An Exploration of Line Manager Partnership Working with Trade Unions and the HR
Function, University Forum for Human Resource Development, cited in Op, DBS, Wynen, J, Hondeghem, A, (2016), HRM implementation by line managers: explaining the discrepancy in HR-line perceptions of HR devolution, International journal of human resource management, 27(17), p. 6.
Papalexandris, N, & Panayotopoulou, L, (2005), exploring the partnership between line
Managers and HRM in Greece, Journal of European Industrial Training, 29(4), pp. 281-91.
Renwick, D, (2003), Line manager involvement in HRM: an inside view, Employee
Relations, 25 (3), pp. 262-80, cited in Op, DBS, Wynen, J, Hondeghem, A, (2016), HRM implementation by line managers: explaining the discrepancy in HR-line perceptions of HR devolution, International journal of human resource management, 27(17), p. 6.
Teo, S, & Rodwell, J, (2007), ‘To Be Strategic in the New Public Sector, HR Must Remember its Operational Activities’, Human Resource Management, 46 (2), pp. 265 – 284, 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.
Whittaker, S, & Marchington, M, (2003), Devolving HR responsibility to the line: Threat,
opportunity or partnership?, Employee Relations, 25 (3), pp. 245-61.
Wright, P, McMahan, S, Snell, S, & Gerhart, B., (2002), ‘Comparing Line and HR Executives’ Perceptions of HR Effectiveness: Services, Roles, and Contributions’, Human Resource Management, 40 (2), pp. 111-123.
I agree with above and well explained Chandran. One of the other aspects is that in many organizations, the relationship between line managers and the HR department has been problematic, with line managers often feeling that HR is ' out of touch, unresponsive, and sometimes conflicting with business needs (Marchington and Wilkinson, 2012).
ReplyDeleteThank you for your comments Anjula. I agree with you and it is further stated by Maxwell & Watson (2016), that friction between HR – Line Management relates to a lack of clarity on each other’s role in HRM functions.
DeleteWell explained.In addition to the above the function of the line managers has been changed in both public and private organisations ion past few years.Line managers are responsible not only for budgeting and allocation of resources but also resolving people management issues and people development.Therefore line managers taking the role of leader to motivate the team while driving them to targeted direction of the organization (McGuire,Stoner and Mylona,2008).
ReplyDeleteThank you for your comments Oshantha. Line managers have a very important role to play, not only in the day-to-day management of people and operations, but also in implementing HR policies and in the L&D activities of both their team and organisation (CIPD, 2019).
DeleteLine manager and HR relationship is very important for Conflict Resolution. When conflicts arise, line managers typically seek the advice of HR in resolving issues between employees or issues between employees and their managers. A positive working relationship between HR and line management facilitates easier handling of workplace investigations and mediating differences between staff. When HR and line management work together, it’s easier for HR to investigate workplace issues because the human resource staff may have greater confidence that line managers document their employment actions and decisions appropriately and according to company policy.
ReplyDeleteThank you for your comments Radchika. The evolution of the HR function and the changes in the modern organisational culture and structure required the devolution of some of the more administrative functions of HR to Line Management (Gennard and Kelly 1997).
DeleteAgreed, HRM is very important for well being of the workplace. Its a two way communication where both the parties work towards one set goal. It should be held strong so it could be within the competitive market (Armstrong, 2003)
ReplyDeleteThank you for your comments Shakir. Line managers are responsible for achieving the HRM goals and making sure that their subordinates show commitment, quality and flexibility (Lowe 1992).
DeleteAdding on to your article. Involving line managers for HR activities can improve employees commitment, performance and efficiency further,line managers can involve when selecting, motivation, promotion and new procedures (Maxwell and Watson, 2006).A partnership approach to personnel management requires the integration of HR activities in the work of a line managers further,effective partnership approach requires good relationship among HR,line manages and employees ( Jackson and Schuler, 2000).
ReplyDeleteThank you for your comments Sankalpa. HR related tasks left to line managers have broadened from performance appraisal, courier of employment news and promotion and reward recommendation to recruitment, occupational health and safety, career planning and the advancement of organisational culture (Perry & Kulik, 2008).
DeleteAdding to the article, Line Managers more link to the HR systems due to the partnership created between HR and Line managers. By looking at the major advantage is Line managers are managing the bulk number of employees because they are more likely to involve in HR functions since the line thinks HR as a Helpful supporter in HR functions (Renwick,2002).
ReplyDeleteThank you for your comments Nayani. I totally agree. Today, most Line managers involve in implementing HR policies for their team and organization (CIPD, 2019).
DeleteAdding a point to your statement How HR practices are applied by line manages may differ due to the level of competence, opportunity and motivation of these line mangers (Appelbaum, Bailey, Berg & Kalleberg, 2000; Delery & Shaw, 2001; Harney & Jordan, 2008; Purcell & Hutchinson, 2007; Wright & Nishii, 2006) Therefore, line managers determination and effectiveness will determine the employees understanding of the HRM implementation effectiveness and also influence the commitment of the organization.
ReplyDeleteThank you for your comments Mizni. Nevertheless, a research has indicated that line managers find implementing HRM practices difficult because of several limitations they experience in implementing HRM. These limitations inhibit the HRM implementation effectiveness of line managers (Renwick, 2002; McGovern et al., 1997; Whittaker & Marchington, 2003; Hall & Torrington, 1998, Gennard & Kelly, 1997). HRM practices can be developed properly, but if line managers fail to implement them successfully on the work floor they are still not effective (Nehles et al, 2006).
DeleteA very important topic that you have chosen Chandran. I believe it is imperative that HR and Line managers collaborate in order to ensure smooth functioning of human resource management, including department staffing, workforce strategy, performance management of employees and conflict resolution to name a few (Mayhew, 2019). The organization in turn benefits from appropriate succession planning, adequate staffing, improved job satisfaction and easier handling of workplace investigations (Gilbert, 2012).
ReplyDeleteThank you for your comments Jehan. With the devolution, the HR responsibilities of line managers include day to day operational HR activities like individualized pay awards, appraisal, training and development, motivating teams and on the job training (Cunningham & Hyman, 1995).
DeleteThank you for the insightful article! Adding to your points regarding the understanding of line managers in handling HRD functions, a study by Mansor et al. (2011) concluded that 92% of the line managers involved on the survey displayed a good understanding of the concept - the audience of the survey were 56 from a higher education institute in Europe. The study also revealed that majority of the line managers (53%) disagreed that HRD functions should be the responsibility of HR department.
ReplyDeleteThank you for your comments Nadeeranga. Hence, Armstrong and Taylor (2015) suggested a number of ways in which organizations can achieve better implementation by line managers of HR practices such as;
DeleteIdentify how input in the area of people management demonstrably benefits them, Ensure practices are not too complicated, or time consuming and provide them with the guidance, support and training required to implement the practice.
A well versed article indeed Chandran. In addition to what you have mentioned, I would like to add that the main important role a line manager can contribute to the HRM aspect of his section effectively is the role of "change agent" (Nik Mat, Zabidi and Salleh, 2015). As long as he accomplishes the duties, expected by the other employees, he will have an effective impact on the HRM role.
ReplyDeleteThank you Sahan for your comments. According to Purcell et al (2003), it is line managers who bring HR policies to life. Further factor affecting the role of line managers is their ability to do the HR tasks assigned to them. People-centred activities such as defining roles, interviewing, reviewing performance, providing feedback, coaching, and identifying learning and development needs all require special skills.
DeleteAgree with you Chandran,
ReplyDeleteAccording to Purcell and Hutchinson (2007), line manager behavior “has to be included in any causal chain seeking to explain and measure the relationship between HRM and organizational performance.”
Thank you Thilana for your comments. HR functions such as; Recruiting and hiring talent to fill team positions, providing training and support to new hires & cross training employees to ensure job rotation and minimize assignment coverage gaps are few of the vital tasks a Line Manager to day handles (John, 2019).
Delete