Hr Role In Human Resource Management

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INTRODUCTION In the world of world of work human resource management varies depending on the context. It is also dependent on certain organisation characteristics such as size, programme activity, organisational strategy, management pattern, national culture, organisational hierarchy, ownership and age of the organisation (Brewster and Hegewisch 1993). Poole and Jenkins (1997) underscore the fact that managing people is mostly divided into various categories for example staff development, recruitment, appraisals, rewards etc. however we must therefore note that in most organisations the operations of HRM is carried out beyond the HR unit, this means other employees outside the HR unit can carry out some HR functions (McConville 2006). In…show more content…
It also an undisputed fact that HR roles are carried out beyond the HR department. Conferring with Purcell & Hutchinson (2007) they further emphasize that there is interdependent relationship between the HR practitioners and line mangers. Most Line managers ensure that enabling environment is created for their subordinates thus leading to an improved performance level. In most organisations line managers are the technical experts. As with HR managers the line manager have operational responsibilities like capacity building, conducting performance appraisals, prepare programme budget and recruitment of employees. This role function of the line manager ensures that the employees’ performance which are most times undetectable are made easily detected. It is argued that the role of the HR function is to inculcate positive behaviours into the minds of every staff thus leading to a better performance. That is why there must be an effective collaboration between the line manager and the HR practitioner in order to stimulate a better performance from staff (McConville…show more content…
For example Renwick (2003) was concern about employee wellbeing and went further to say that seeking a strategic role as an HR practitioner rather than an operational role can actually jeopardies the welfare of employees. He mentioned that the in most cases line managers do not have the skills in managing people what they can do best is to represent the interest of employees in a more creative way. MacLeod & Clarke (2009) also emphasise that for a better performance of line managers there must be consistency in rolling out the HR policies and procedures to all line managers across the organisation. This is emphasized so as to align the performance goal and objective of the line manager with the key HRM focus. Studies have proved that the way staff members perceive HR practices is critical in determining the performance of staff couple up with the way we perceive the behaviour of the line manager (Truss, Soane, Alfes, Rees, & Gatenby,
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