Case Study answers on Human Resources
It is an idea that links the line managers’ duty to the human resource activities. The line managers are to also take up responsibilities in the human resource development (HRD), and human resource management (HRM), which supports the strategic driver. This concept results in an organization where the line managers and the human resource specialist work together with the aim of achieving the objectives tied to the human resource. The Esprit challenges include warping the company’s service culture and distinguishing views from the HR specialist and line managers. For example, the business operations are important to the line managers while HR specialist is concerned with the human resource processes. Also, line managers do not practically get involved in HR activities as perceived.
Perspectives of Line Managers regarding their Role in Human Resource Management (HRM) and Human Resource Development (HRD)
Support from senior management, human resource department, and organizational values are significant to improve line manager’s dedication to service delivery.
Partnerships among the employees, line managers, and HR specialists are crucial for line managers to best perform their roles in managing the human resource.
Although the line manager are increasingly getting involved into the HRD, and are considered among the key stakeholders in the HRD process, they are subjected to multiple factors that inhibit and enable their roles in relation to HRD.
The Enablers of and Barriers to Devolving Human Resource to Line Managers
Enablers
- The work relationship between the line managers and the human resource
- The support that the HR specialists give to the line managers
- The support by the organizational values to the line managers’ roles
Barriers
- Heavy workload
- Short term job pressure
- Time management is a barrier reinforcing short-time pressure and heavy workloads
- Discomfort with the coaching role allocated
- Lack of effective communication and delegation skills
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