The Tensions Between Line Mangers and Human Resources Practitioners in Modern Organisations

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Human Resources Management

The Tensions between Line Mangers and Human Resources Practitioners in Modern Organisations

17th January 2012

The Tensions between Line Mangers and Human Resources Practitioners in Modern Organisations

Human resources management is a business department and function that has the strategic approach to the management of the company’s employees. Armstrong (2006, p.3) defines HRM as ‘a strategic and coherent approach to the management of an organisation’s most valuable assets – the people working there who individually and collectively contribute to the achievement of it objectives.’ The HR business function provides an organisation with administrative support regarding the laws and legislation of
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With recruitment HR play a very active part in recruiting a new employee for a position within the company. It is the responsibility of HR to carry out the administration for this. HR will organise adverting the position, they will, prepare the job description and specification and contracts for the position, according to Personnel Today Website (2001) ‘A total of 30 per cent of respondents said their HR departments always controlled temporary staff recruitment, 36 per cent revealed HR was mostly responsible and 20 per cent said that their HR departments were never responsible for recruitment of temporary staff.’ It is believed that HR take control of the recruitment process to save on costs and make the process more efficient. When applicants have applied for the position HR will then shortlist for the interviews. Here is where conflict may occur as line manager may feel that they are having limited control over how employees are being recruited and their requirements from the employee are not being met, this can subsequently result in a high staff turn over than can be cost more financially to the business in the long term. However if a line manger and HR are to work closely together during the recruitment process conflict can be reduced and the needs of the manager can be met the Personnel Today Website (2001) adds ‘It is not a question of cutting out the middle man - it is more a question of how the HR and line managers

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