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TERM PAPER SYNOPSIS

OF

ROLE OF LINE MANAGERS IN

HUMAN RESOURCE DEVELOPMENT

SUBMITTED TO: SUBMITTED BY:

MARYLYN KAUL MAM KARUNA LUTHRA

ROLL NO.B50

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Who are front line managers?

Front line managers are managers who are responsible for an employee or work groupto a higher level of management. They are normally in the lower layers of themanagement hierarchy and the employees who report to them do not themselves have

any managerial or supervisory responsibility.

Front line managers are often promoted from within and are unlikely to have formalmanagement education. Typically their management responsibilities would include:

y people managementy managing operational costsy providing technical expertisey organisation work allocation and rotasy monitoring work processesy checking qualityy

dealing with customers/clientsy measuring operational performance.

In many organisations front line managers now carry out activities which weretraditionally within the remit of HR such as providing coaching and guidance,undertaking performance appraisals and dealing with discipline and grievances. Inmany cases they also carry out recruitment and selection in conjunction with HR.

The role of front line managers

line managers played a pivotal role in terms of implementing and enacting HR policies

and practices. They found that where employees feels positive about their relationshipwith their front line managers they are more likely to have higher levels of jobsatisfaction, commitment and loyalty which are associated with higher levels ofperformance or discretionary behaviour. Discretionary behaviour is defined as thatwhich goes beyond the requirements of the job to give that extra performance whichcan boost the bottom line. Line managers also play the strongest part in structuringpeoples actual experience of doing a job.

The areas where front line managers make a significant difference to peoplemanagement practices include:

y performance appraisaly training, coaching and guidancey employee engagement (involvement and communication)y openness how easy is it for employees to discuss matters with their front

line managery work-life balancey recognition the extent to which employees feel their contribution is

recognised.

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These are all areas where, although the process may be designed by HR, it cannot bedelivered by HR. The front line manager role is crucial in a number of respects:

y in enabling the HR policies and practices, or bringing them to lifey

y

in controlling the work flow by directing and guiding the work of others.

However, line managers often have conflicting priorities and role overload. All managersneed time to carry out their people management activities.

What Is Human Resource Development?

Human Resource Development (HRD) is the framework for helping employees developtheir personal and organizational skills, knowledge, and abilities. Human Resource

Development includes such opportunities as employee training, employee careerdevelopment,performance management anddevelopment, coaching, mentoring, succession planning, key employeeidentification, tuition assistance, and organization development.The focus of all aspects of Human Resource Development is on developing themostsuperior workforce so that the organization and individual employees canaccomplish their work goals in service to customers.

Human Resource Development can be formal such as in classroom training, a collegecourse, or an organizational planned change effort. Or, Human Resource Developmentcan be informal as in employee coaching by a manager.