Integrated Human Resource management Essay Example | Topics and Well Written Essays - 2000 words

Integrated Human Resource management - Essay Example The growth towards centres of excellence has changed the system through which managers interrelate with HR experts who help them with all the core HR processes. Several businesses have outsourced HR work to large organisations, and line managers take help by means of a call centre system. Thus, from this issue, the changes of such occurrence can be explored. It also emphasised to examine the impact of the HR roles on HR professionals and line managers in the present organisation. It is required to find out the relationship between HR as well as line managers as their responsibilities have changed and has continued to evolve (Human Resource Management, 2010). The line managers in present organisational environment are gradually becoming responsible for performing human resource activities in order to develop, encourage and facilitate learning of the employees. A line manager is defined as a manager who is authorised to direct the work of subordinates and is responsible for accomplishi ng organisational goals. This paper examines the role of line manager in human resource development activities. In this paper, the current role of line manager in organisation and its great involvement in human resource development have been highlighted (Siugzdiniene, 2008). ... Before devolving HR responsibilities to the line managers it is required to provide training of practises and procedures of HR otherwise line managers will falter which results in inconsistent practices of HR. Thus, training should be provided to both local HR managers and the line managers in order to understand their HR responsibilities. HR manager may be unwilling to discard the familiarity of their traditional roles. Devolution may promote tension with line managers and the central personnel department. Though line managers are supportive of devolution, they are unwilling to take the responsibilities of people management due to the workload and their uncertainty in receiving sufficient training (Bach, 2000). The two distinct features of the present-day HRD approach are ‘the devolution of HRD practices to line managers’ and ‘the integration of HRD with business strategy’, or the emergence of Strategic Human Resource Development (SHRD). The delegation of H RD policies and practices to line managers is one of the key enabling characteristics of the SHRD system. The basic assumption is that line managers can make the policies and procedures of HRD. These are designed in order to achieve the strategic objectives through identifying, developing and supporting the appropriate knowledge, skills, commitment and performance in employees of organisation. Line managers are able to identify the communication problems and knowledge gap. They act as a vital link between the learning process within the organisation and a channel through which knowledge is transferred. The managers have a power to block or support the implementation of HRD strategies. The power of line manager may not appear from any hierarchical