Hr – line relationship vincent (1263620056)

Embed Size (px)

Text of Hr – line relationship vincent (1263620056)

  • 1. Vincent Sylvester LeewellynBatch 61263620056Human ResourcesManagement in Hospitality &TourismProf. Syamsir AbduhGrade / Score :85

2. IntroductionLine Managers are those managers to whomindividual employees or teams directly report and whohave responsibility to a higher level of management forthose employees or teamsHRM is the management of an oganizationsworkforce, or human resources. Its responsible for theattraction, selection, training, assessment and rewardingof employees, while also overseeing organizationalleadership and culture and ensuring compliance withemployment and labor laws. 3. Line Functions have direct impact on the accomplishment ofthe objectives of an organization. Traditionally, Stafffunctionaries perform three main roles the advisory orcounseling, service and control roles. HRM is one of the mostimportant staff functions in perfomingHRM activities are the special responsibility of HR Dept.However, these responsibilities are also a part of every linemanagers job along with their basix responsibilities. LineManagers have authority and considerable impact on the wayemployees actually behave. Therefore, theres an overlap ofthe authority between HRD and the line managers.Introduction 4. The attempts to differentiatepersonnel managementfrom HRM (Truss &Gratton, 1994; Wright etal, 1994) show that linemanagers play a key role inHRM in coordinatingresources toward achievingprofits, which isnt the caseunder personnelmanagement.IntroductionThe traditional work of HRManagers diminishes; linemanagers are stepping upand performing duties oftendone by the HR managers.Hence, the importance ofthe relationship in strategicHRM has futher increased.The continuous trends ofdevolution (devolvement)and increased lineinvolvement in HR requiresaddressing the problematicHLR for making thesetrends more successfulFor Successful HRimplementation the role ofline managers is of greatimportance to understand theways HR Policies and practicesare actually operated asopposed to the ways in whichthey are intended to Operate.This requires good reputationabout HR Unit among linemanagers (Wright et al, 1998;Kulki and Perry 2008)Efforts to create values and notrhetoric (Conner andUlrich,1996); minimizing gapsbetween intended andimplemented policies (khiljiand Wang,2006), HR Policy &practice (Paul &Anantharaman,2003), rhetoricand reality (Cunningham etal, 2004), espoused & enactedHR Practices (Nehles etal.,2006; Purcell andHutchinson,2007); movingfrom productions to service(Bowen,1986), moving on &not losing in HRM (Cleland etal,2000). For success of allthese efforts, high wuality HLRis CriticalThe developments of someconcepts in HRM and ingeneral management demandsproper management of HLR.For Example, system thinkingrequires that the two importantsubsystems HRM and linefunctions must be effective.Similarly, the true spirit ofstakeholder theory(Freeman,1984; Ginzel et al,1993; Gubbins et al,2006);Resources-based view(Barney,1991; Wright etal,1994;Colbert,2004);and TQMindirectly demands HLR toproduce optimum results. 5. Literature ReviewFirst CategoryHRL automatically comes under discussion in everyHRM research on devolution or devolvement. There are4 aspects presented in the literature enchances ourwisdom abour HLR :a. The Causes of Devolutionb. Its Impact on HR and Line Managerc. The Problems it creates for the twod. The remedies for these problems 6. Literature Reviewa. The Causes of Devolution, are:1. The development of profit-center based approaches2. A need for a comprehensive approach to peoplemanagement3. Decision making in front of the customers and in real timedue to growing influence of the services4. The changes in the philosophy and organizational Structure an alternative to outsourcing.The Key Factors inhibiting complete devolvment to the lineinclude the importance of the activity from a strategicperspective, the issue of ownership, differing perspectivebetween HR and Line managers and the organizational supportfor line managers. Without addressing these issues, the jointresponsibility between the HR specialist and the line managersis best option. 7. Literature Reviewb. Its Impact on HR and Line Manager, are:Hoogendoorn and Brewster (1992), argue that devolution createsboth threats and opportunities for the HR specialist. Tasks andresponsibilities may fall on to line management that cause a loss ofinfluence, but it might also facilitate the concentration on thoseHR tasks that really matter.MacNeil (2003), finds that the encouragement of knowledgesharing in work teams facilitated by line managers can permit theorganization to capture tacit knowledge because line managers arein a position to influence the experience of workers, their attitudesto, and willingness to share knowledge in teams.Bond & McCracken (2005), investigate how line managers makedecisions about employee requests for time-off at short notice. 8. Literature Reviewb. Its Impact on HR and Line Manager, are:Bredin & Soderlund (2007) believe that being a legitimate player in theHRM of a firm, a line manager should be given HR-Orientedmanagement role as againts the traditional Hierarchical and Bureaucraticrole.Hyman & Cunningham (1996), observe that line managers regardthemselves competent in hard HRM- common-sense backed byexperience, but their HR Colleagues are far more skeptical about thisability.The Perceptional gap between the two over line manager abilities is evenwider for soft HRM; so much that HE Manager frequently state that linemanagers try to avoid these tasks.Conway & Monks (2010), finds that the increased bureaucratic layersadversely affect the decision making by both HR and middle Managers.HR Managers are emerging as regulators. They retain control ofinformation systems that slow down middle management decisionmaking and leading to the creation of new databases by the managerthemselves. 9. Literature Reviewc. The Problems it creates for the two, are:According to Hope-Hailey et al (1997), devolution to the lineis still problematic, and that access to strategic decisionsremains to be contingent on the ability of the senior HRmanagers or directors to influence people.Nevertheless, theres a rising awareness or recognition of thestrategic importance of HRM to business performance.Devolution is a major factor by organizations that report adecline in HR influence (Gennard & Kelly, 1997). As aresult, HR Departments lack overall control over issues, suchas training budgets and operational strategies. 10. Literature Reviewc. The Problems it creates for the two, are:Cunningham & Hyman (1999) find that devolvement promotesintegrative culture of HRM and works to secure employeecommitment. However, they observe that tensions exist betweenline managers and HR specialist. There may be be a danger offurther reduction of the HR function.Wright et al (1998) indicates that involvement of HR executives instrategic management strongly relates to line managers perceptionsof the effectiveness of the HR Function.There are 4 possible explanations for HR-line difference :1. The HR function isnt delivering the services expected2. Traditional line-staff conflict3. Line Managers failure to implement well-designed HR System4. The Lack of Line Managers involvement in HR activitie. 11. Literature Reviewc. The Problems it creates for the two, are:Kulik and Bainbridge (2006) indicate that HR and line managershave different views of the devolvement trend, with HR managersbeing more opetimistic that the trend has had positiveorganizational outcomes and anticipating more devolution tooccur in the future.McConville (2006), find a lack of controlof line managers overrewards, financial or otherwise is a factor in recruitment andretention problems and is a major obstacle in gettung the best fromtheir staff.Interestingly, in small organizations, line managers may formallyaccept their HR role without pointing any problem of competency,time or support. But formally they dont place much reliance onwritten HR policies (Hunter & Renwick, 2009) 12. Literature Reviewd. The remedies for these problems, are:In the facilitation and sharing of knowledge, the line is dependent on bothHR managers and other line managers to share their knowledge andexperience of facilitating knowledge sharing. Moreover, to be effective thisprocess needs to take place in a series of work relationships between thesemanagers based on mutual trust & non-duplicity (MacNeil,2003).Brandl et al (2009) observe that HRM success requires the involvement of allmanagers and that the personal motivation of line managers for conductingHR duties plays an important role in their successful involvement. Theincreased line involvement may require line managers o lead the way in fullyintegrating HT into the companys real work. Alternatively, a partnershipbetween HR, line and employee may be needed to manage HR issues.According to Martins (2007), HR Performance of line managers is more likelythrough a holistic strategic frame-work. This include their perceptions andattitudes of the role, the degree to which their new role is adequately definedand clearly communicated, the extent to which they receive appropiatetraining and the overall development opportunities made available, and howfar broader organizational systems and structures serve to facilitate or hindertheir role/performance. 13. Literature Reviewd. The remedies for these problems, are:Cunningham et al (2004), analyze the line managers role infacilitating the employment security of employees who havecontracted serious ilness, injuries or disabilities.Whittaker & Marchington (2003), line managers are workingclosely with HR and see the configuration moving towards apartnership. They recommend this partnership and consider HRsupport and advice a crucial factor in maintaining it.McGuire et al (2008), observes a closer relationship between linemanagers and employ