MGT301--assignment 01--Line Managers

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Information about MGT301--assignment 01--Line Managers

Published on February 22, 2014

Author: samiyayesmin



Drawing on contemporary research: explain which HR activities are most likely to be performed by line managers. Indicate how HR professionals can ensure that line managers undertake these activities effectively.

For Mr. Tanvi Newaz's Class

MGT301 Assignment 01 Md. Tanvi Neawaz Section 03 6/12/2013 By Team Blue Samiya Yesmin 11304043 – Protiti Khan 11304018 – Shoieb Ahmed Abdullah 11304001 - Golam Asfia 11304001 – Saqif Rahman Sabit 11204017- Abdullah Ibne Hossain 10204015

Team Blue 2013 Drawing on contemporary research: explain which HR activities are most likely to be performed by line managers. Indicate how HR professionals can ensure that line managers undertake these activities effectively. To understand this we need to start with the basicso Who are the line managers? Line managers are basically the managers with whom each workers and employees directly communicate with and report to regarding their work and responsibilities. Line managers then communicate with the HR managers about the overall productivity and challenges. o HR manager: HR professionals are usually technical specialist in one or more technical areas. HR professionals should have their own strategic partner skills as they have to provide technical guidance and human capital services to their organization. Basic roles of a HR manager: Basic roles of a line manager: Recruiting staffs according to needs of an Supervise subordinates, implement organization, deciding basic salaries, evolve performance appraisal processes, strategies regarding managing and utilizing determine performance related pay human resources, etc. structure, maintain discipline among employees, etc. In most organization human resources (HR) is responsible for activities relating to governance, regulatory and other activities that involve monitoring the internal and external workforce. Small businesses with few employees often have no specialist HR staff. Recruitment and management of employees are carried out by line managers. There are some basic reasons why a line manager has to come up with certain HR activities and those are to reduce cost, to provide a compressive approach to HR, to make managers responsible, to quicken up decision and using them as an alternative for outsourcing HR activities. Some HR related tasks are performed by the line manager which are mostly designed by and come from HR manager. First of all line manager has to take care of the people who work under him. It goes through employee Page 1

Team Blue 2013 recognition scheme, where he has to keep account of the peoples’ work so that he can evaluate them later. Secondly, after evaluating employee performance a manager has to decide about performance appraisal. However, (Renwick, 2003) has suggested that manager mostly shows unwillingness about performing these kinds of job. Although performance appraisal is mostly designed by HR manager, line manager has to execute the practical terms. Thirdly, Grievance handling and labour relationship is another important task that a line manager has to do. Here, the line manager always needed to be careful so that no staff or employee develops a felling of discontent or dissatisfaction. Next, when a business has a performance-related pay structure, the line manager has a significant role in determining whether his direct reports will receive a pay increase. Line managers require training to ensure that their ratings are based on objective criteria and are not biased or discriminatory. Then, discipline in the workplace begins when a line manager sets out his expectations with his team. Definitely, the line manager's commitment to enforcing the rules is more likely to influence employee performance and behaviour than any glossy employee handbook. Apart from all these factors, line manager provides all the necessary training activities for members of staff since he is the expert man in his division. As part of the employee training, these people have to go through employee development. (Renwick, 2003) The roles of line manager in organizations is becoming increasingly complex because of new organizational structures like virtual and network organizations which have less welldefined line manager roles than the traditional hierarchical, bureaucratic organization which model the line manager role in the first place. As a result there are extensive implications from any move to assign responsibility for HR to line managers. One of the main implications is the effect on the size of the HR Department. This implication is likely to be a pressure for a reduction in the size of the HR department. Now part of this is undoubtedly a response to financial pressures. But reducing size of the HR Department is well accepted around the world. Assigning more responsibility to line managers allows the organization to reduce the size of the HR department and hence to reduce costs. But it also creates the risk of increased costs from managers making inappropriate or even unlawful decisions or from ineffective negotiations with employees or their representatives. Also HR departments are moving from their traditional servicing and administrative role to a more developmental and strategic one. For example in Denmark, HR departments aim to contribute to the formation of corporate strategy by conducting opinion surveys, work environment surveys and participating in industrial negotiations in close Page 2

Team Blue 2013 cooperation with the executive committee (Brewster and Mayne, 1994; Sinding et al., 1994). But then again where the HR department acts as a “strategic partner” it may well be that it is the line managers who take on a champion role; trying to protect their staff from the strict interventions of HR, or ensure, for example, training, even when the HR department believes that it is not directly justified. The change agent and strategic partner, by contrast, will have to be closely involved with their line management colleagues if they want to perform that role successfully. HR managers will surely need help in this area. (Larsen & Brewster, 2003) Thus a key responsibility of line-managers is related to human resource management, enabling them to take responsibility and add value to their role. Human Resource Management can help line-managers perform these tasks effectively by doing the following1. HRM can refine, merge and simplify policies and processes to explain line-managers their duty. Also providing them with accessible, easy-to-use tools and support will make it easier for managers to learn about “people management” & add value to their role. 2. HRM need to understand line-managers’ point-of-view, to help them overcome any problems that may arise. 3. All changes have to be clearly outlined. Including them in making any changes or explaining them the reasons behind such changes will make transitions easier. 4. By Involving senior management with “people management” initiatives will help linemanagers view HR related tasks as part of a whole organisational culture change, which are being supported by and driven from the top- for business reasons. 5. Performance reviews should be given, while reinforcing people management objectives. This would help them learn what should and should not be done. 6. Short, interactive sessions, opened and endorsed by senior managers, to help improve their skill and knowledge level should be conducted. 7. Demonstrate the benefits that line-managers will get from performing people management through superior performance results. Thus encouraging them to undertake such tasks. 8. Supporting line managers through routine operational tasks can help us avoid being more involved and enable them to develop their potential as effective people managers. (Dalziel & Strange, 2007) Page 3

Team Blue 2013 Bibliography Dalziel, S., & Strange, J. (2007, September 20). How To: People Management. Retrieved October 05, 2007, from Larsen, H. H., & Brewster, C. (2003). Line management responsibility for HRM: what is happening in Europe? Vol. 25 No.3 pp. 228-244 . Emerald Insight. Renwick, D. (2003). Line manager involvement in HRM: an inside view. Vol. 25.No.3 , pp. 262-280. Emerald Insight. Page 4

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