Every Line Manager Is an Hr Manager

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an organization by providing functions such as recruitment,

Managers need to be able to plan ahead and to set objectives and co-ordinate the work force, delegate

In organisations with high levels of engagement, line managers play a key role in enhancing job engagement, with the support of organisational initiatives. Typical leadership qualities promote:

For some reasons, the managers’ positions have been seen in a negative way for many years. However, this does not change the essentiality of this position in any organization, especially in business set-ups. There have been a constant confusion between the role of leaders and managers, and what should be clearly established is that these two roles do not share the same meaning. Being a manager does not guarantee that one is already a good leader. However, leaders can be effective managers. This only means that in order for managers to be effective and avoid negative feedback, they should have sufficient knowledge and

Indicative Content: Understand key contemporary business issues affecting the HR function within private, public and third sector organisations. Types of organisation; the role of management within them; ways in which HR is delivered; the main functional areas of management; the search for sustained organisational performance, business

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an

Bhagria, A. (2010). Roles and Functions of the Human Resource Department; Young HR Manager. Retrieved May 4, 2014, from

I have been asked to provide a report that supports the retention of the HR function within our organisation. In this report I will explain how Human Resource activities support the organisations strategy and how HR professionals support line managers and their staff.

HR and Line Managers work together to find a balance that best supports the business and employees. Line managers are dependent on the HR function for assistance in knowledge sharing and facilitation.

HR Function has evolved from a traditional people management foyer to a value added consulting service provider that accelerates improvement and development in all facets of operations. In order to fully capsize functionality of HR in organizational structure, HR capabilities should be aligned with organizational strategies designed to achieve set targets. This requires introducing meticulous changes in current HR Policies and revamping the structure and procedures to reinstate the roles and responsibilities of HR function to emerge from being compliance and administrative focussed to a decisive role that fosters partnership with Management team/Executive council. Once HR Policies are established it will be critical to measure, monitor

During the course of the Twentieth Century there was a significant evolution of the function of HR.

HRM’s purpose is to ensure that success is achieved through its people, to retain and expand the customer profile whilst increasing and maximising profit. Organisations need HRM who know the business, can influence the culture, and make positive change, within an organisation (Ulrich, 1997). Line managers have a partnership with HR, so a full analysis of the external environment can be assessed. It is likely that where employee involvement practises are pursued, line management are aware of corporate strategy, including mission statement and values.

During the 1980’s, a new management concept referred to as ‘Human Resource Management’ (HRM) became very fashionable. At that time, many academics questioned whether HMR was simply a renaming of the previously known personnel management (PM) tool, or whether it was, as some claimed, ‘a radically different philosophy and approach to management of people at work’ (1). Firstly, it seems appropriate to define HRM. However, the definition of HRM this has been widely debated, and so

• To be an effective HRD manager, the HRD manager must be able to monitor and assess implemented HRD initiatives and answer the following questions – whether it has bridged the observed employees and organisational ‘‘needs’’ or ‘’gaps’’ or whether the expected directional change required to meet internal and external business environment has been achieved. If yes, how well has it benefited the individual employees and the organisation?

As the world is turning out to be more aggressive and unstable than any other time in recent memory, producing based enterprises are looking to increase upper hand at all cost and are swinging to more inventive sources through HRM practices (Sparrow, Schuler, & Jackson, 1994). HR practices has been defined by (Smallbusiness.chron.com, 2016) as “the means through which your human resources personnel can develop the leadership of your staff.”