All Managers Are Hr Managers An Open Discussion

Lesson: 3

All managers are HR managers: An open discussion

Contents: Line versus Staff functions, Coordinative responsibilities of line and staff managers

This is a tutorial lesson. Using a seminar-discussion format, we will explore current readings and other sources of information about the changing nature of Human Resource Management (HRM) and, more broadly, the world of work in general. I’ve provided a tentative list of topics below, but I would like our explorations to be somewhat flexible so that we can consider new issues as they arise. Additionally, you may have some issues that you would like to explore in further depth and I would like to maintain some flexibility in the course to allow us to explore issues in which you are interested.

Here only a few articles from various publications are given below as an example. You can refer to business newspapers and periodicals for this lesson.

Tentative Topics • The transition from personnel to human resource to people management • HRM line versus staff functions • Importance of Human Resource Management to Firms • Role of HRM in the Firm • Moving toward a Contingent Workforce and • Others, like Information about Major HRM Activities

Recruiting and Selecting Training and Development Compensation System Rewards and Incentives HR Planning (e.g., forecasting needs and expected supply) Career systems (career planning, succession planning, fast track

programs etc.) Performance management systems Other as relevant

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HR functions: Line versus staff authority

“All managers are, in a sense, HR managers, since they all get involved in activities like recruiting, interviewing, selecting, and training.” -Gary Dessler

Yet most firms also have a human resource department with its own human resource manager. How do the duties of this HR manager and his or her staff relate to "line" managers' human resource duties? Before going over to answer this question we should know that HR managers are in most of the cases even now in this modern world generally staff managers. They are responsible for advising line managers (like those for production and sales) in areas like recruiting, hiring, and compensation.

one major company outlined its line supervisors' responsibilities for effective human resource management under the following general headings:

1. Placing the right person on the right job 2. Starting new employees in the organization (orientation) 3. Training employees for jobs that are new to them 4. Improving the job performance of each person 5. Gaining creative cooperation and developing smooth working relationships 6. Interpreting the company's policies and procedures 7. Controlling labor costs 8. Developing the abilities of each person 9. Creating and maintaining departmental morale 10. Protecting employees' health and physical condition In small organizations, line managers may carry out all these personnel duties unassisted. But as the organization grows, they need the assistance, specialized knowledge, and advice of a separate human resource staff.

The human resource department provides this specialized assistance. Thus an HR manager will perform three distinct functions:

1. A line function. An HR manager possesses a line authority over his own

department to accomplish the task and roles assigned to each employees of the department. And since the majority of the decision is trickled down from the corporate level, he actually exudes such power. His suggestions also are taken as orders.

2. A coordinative function. An HR manager is also a coordinator of all the decision,

activities in the personnel area. This is referred to as functional control. Whatever policies, procedures and objectives are set for the HR manager implements employees in the organisation.

3. Staff functions. This is basically an advisory role played by the manager

whereby he only assists line managers, but that doe not mean his advice shall be taken finally. It all depends on the discretion of the line manager. Such a function involves assisting on areas such as, training, evaluating, rewarding, counseling, promoting, and firing of employees, etc.) many a times HR




managers also update the line managers as well as top management regarding the current trends and new methods of solving problems .

Thus we can conclude that there are certain areas, which are solely left on the Managers prerogative. While there are many areas where a kind of cooperative responsibility by both the HR manager and the line manager is required. Please refer to the table for the differentiation between each responsibility

Figure: Selected activities illustrating division of HR responsibility between line and staff. DEPARTMENT

SUPERVISORS, (LINE) ACTIVITIES

PERSONNEL SPECIALISTS,( STAFF) ACTIVITIES

I Recruitment and selection

Assist job analyst by listing specific duties and responsibilities of the job in question explain to HR future staffing needs and sorts of people needed to be hired. Descry” human requirements” of job so HR can develop selection tests. Interview candidates and make final selection decision.

Write job description and job specification based on input fro department supervisor Develop personnel plans showing promo table employees. Resources of qualified applications and engage in recruiting activities aimed at developing a pool of qualified applicants. Conduct initial serving interviews and refer feasible candidates to department supervisor.

II Training and development

III Compensation

Orient employees regarding the company and job and instruct and train new employees. Evaluate and recommend managers developmental activities. Provide the leadership and empowerment that builds effective work teams. Use the firm’s appraisal forms to appraise employee performance. Assess subordinates’ career progress and advise them regarding career option.

Prepare training materials and orientation documents and outlines. Advise CEO regarding development plan for managers based on CEO’s stated vision of firm’s future needs. Serve as resource for providing information regarding how to institute and operate quality improvement programs and team building efforts. Develop performance appraisal tools and maintain records of appraisals.




Assist HR by providing information regarding the nature and relative worth of each job to serve as the basic for compensation decisions. Don the nature and amounts of incentives to be paid to subordinates. Decide on the package of benefits and services the firm is to pay.

Conduct job evaluation procedures aimed at determining relative worth of each job in the firm. Conduct salary surveys to determine how other firms are paying the same or similar positions. Serve as a resource in advising line management regarding financial incentives and pay plan alternatives.

Develop. In consolation

with line management the firm’s benefits and services packages including health care options and pensions.

IV Labor Relations

Establish the day to day climate of mutual respect and trust needed to maintain healthy labor management relations. Consistently apply the terms of the labor agreement. Ensure that the firm’s grievance process is functioning in a manner consistent with the labor agreement and make final decisions on grievances after investigating same, Work with HR in negotiating the collective bargaining agreement.

Diagnose underlying causes o f labor discontent with an eye toward anticipating with the sorts of moral and lead to unionization efforts. Train line managers regarding the interpretation of contract terms and the legal pitfalls to be avoided during the union organizing effort Advise managers regarding how to handle grievances and assist all parties in reaching agree regarding grievances.

V Employee Security and safety

Keep the lines of communication open between employees and managers so

Advise line management regarding the communication techniques that can be




employees are kept abreast of important company matters and have a variety of vehicles they can use to express concerns and use to express concerns and gripes. Sure employees are guaranteed fair treatment as it relates to discipline, dismissals and job security. Continually dire employees in the consistent application of safe work habits. Prepare accident reports promptly and accurately.

used to encourage upward and downward communication. Develop a unfair treatment process and train line managers in its use. Analyze jobs to develop safe practice rules and advise on design of safety apparatus such as machinery guards. Promptly invest accidents analyze causes, make recommendations for accident presentation and submit necessary forms to occupational safety and health administration.

Source:Adapted from Human Resource Management(7th ed.) by Gary Dessler, Prentice Hall India, 1997

In summary, as Dessler remarks, “HR management is an integral part of every manager’s job. Whether you’re a first line supervisor, manager, or president, whether you’re a production manager sales manager, office manager, hospital administrator, or HR manager, getting results through people is the name of the game.”







THE PARTNERSHIP

The Line Manager-

Determining work and job designDecision-making on people to be hiredCoaching and developing employeesPromoting health and safety programsReviewing performanceDisciplining




THE PARTNERSHIP

The HR Professional-• Aligning HR strategies with business

strategies• Delivering services• Recruitment and Selection• Training• Performance management• Strengthening employee contributions• Managing change




Business

All Managers Are Hr Managers An Open Discussion