Evaluation of Devolution of HR Activities to Line Managers Order Instructions: Evaluation of the devolution of HR activities to line managers in relation to its impact on the HR profession and for organizational effectiveness.
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Evaluation of Devolution of HR Activities to Line Managers Sample Answer
Introduction
Research demonstrates that there is a growing development that human resource (HR) experts and line managers share proficient obligations for their companies HR practice (Kerstin et al. 2013). Nonetheless, HR experts and line managers usually have conflicting lines of thought and execution on HRM. Some scholars have argued that line managers present the weakest bond when it comes to converting human resource strategy into practice. Research shows that line managers have been engaged in HR practices with the aim of cutting down operational costs. They also provide a comprehensive methodology to HRM in terms of the quickening decision-making process and for purposes of sub-contracting HR functions (Kerstin et al. 2013). The widespread perception indicates that line managers ought to be engaged in particular HR practice, liaising with human resource managers. Another school of thought shows that line managers are expected to lead team building, performance appraisal and managing employee absence. Mutual responsibilities include recruitment decisions, continuous training, disciplinary cases, and flexible working trends. While line managers seem fully engaged in certain HR functions, they have been dismissed as incompetent. The paper evaluates the devolution of HR practices to line managers by looking at conflicting views, contempt for HR practice, lack of skills and competing priorities.
Conflicting views
When it comes to recruitment, line manager holds the view that staffing competent employees is the mandate of the HR department. On the other hand, HRM’s are of the opinion that line managers should assume more responsibility because they comprehend the type of employees required. As such, uncertain limits of obligation with regards to HR practice are fodder for conflict that may curtail efficiency (Scott, Paddock & Colquitt, 2009). Moreover, this drawn-out tragedy may lead to conflicts. On the other hand, line managers are of the view that certain HR policies are far-fetched to implement.
Contempt for HR practice
Further research demonstrates that a section of line managers are not explicit about the HRM obligation and functions. Moreover, line managers uphold the view that HRM is not essential because dexterity and proficiency can only be acquired through hands-on experience as opposed to training and development (Noe et al. 2010). In short, line managers’ contempt for HR training and development foreseeable expose their incompetence when it comes to implementing HR practices.
Lack of skills
Studies demonstrate that line managers lack the necessary competence as well as the professional understanding of implementing HR practices (Noe et al. 2010). That is true when they do not get support as well as guidance from HR specialist. Much as line managers’ incompetence to perform HR activities, they still prefer speeding up decision formulation. The ineffectiveness of delivery is expected to come into view and acceptable by several line managers to get proactive advice from HR experts. For instance, at Hilton HR experts provide significant support including training initiatives, coaching, recruitment performance appraisal, and staff budgeting to line managers.
Competing priorities
Majority of line managers lack adequate time and attempt to participate in HR practices when they are in charge of their work-related duties. Unlike human resource management roles, line managers are expected to think about their tasks first. At Hilton, approximately 86 % of line managers are overloaded, and roughly 76% have temporary job-related pressure (Scott, Paddock & Colquitt, 2009). Furthermore, line managers’ insufficiency in HR practices can sometimes contribute to challenges especially, when they perform human resource responsibility (Henderson et al. 2009).
Evaluation of Devolution of HR Activities to Line Managers Conclusion
Line managers play a critical responsibility in HR. Also; line managers’ accountability and performance in human resource activities have a significant effect on the effectiveness of an organization. The association between HR experts and line managers is described as some form of partnership. However, previous studies (Scott, Paddock & Colquitt, 2009) allege that line managers are a weak connection when it comes to the implementation of human resource practices. The reasons are evaluated from different points of views including; incompetency, competing priorities, conflict with human resource experts and despise for HR Practices. By and large, to enhance and reinforce line managers contribution to human resource practices, there is the need for setting up a correct perception of HR activities, highlighting on training; implementing the utilization of technology.
Evaluation of Devolution of HR Activities to Line Managers Bibliography
Henderson, D. J., Liden, R. C., Glibkowski, B.C., & Chaudhry, A. 2009. LMX differentiation: A multilevel review and examination of its antecedents and outcomes. Leadership Quarterly, 20(4): 517-534
Kerstin, Alfes, Catherine Truss, Emma C. Soane, Chris Rees and Mark Gatenby 2013. The Relationship between Line Manager Behavior, Perceived HRM Practices, and Individual Performance: Examining the Mediating Role of Engagement: Article first published online: 19 NOV 2013
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright 2010. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Madison, WI: McGraw-Hill Irwin.
Scott, B. A., Paddock, E. L., & Colquitt, J. A. 2009. An Actor-Focused Model of Justice Rule
Adherence and Violation: The Role of Managerial Motives and Discretion. Journal of
Applied Psychology, 94 (3): 756-769.
