Strengthen the weaknesses of line managers in HR system

Strengthen the weaknesses of line managers in HR system Introduction In Guests (1987) four components of concept of integration in HRM, line managers were argued that they must undertake their responsibilities in terms of HR work by using supports from specialists, which was commented as critical for succeeding in business management. Indeed, line managers play a significant role in organisational strategy, converting HRM to performance and connecting them by individual response (Boaden et al, 2008). In Purcell and Hutchinsons (2007) casual chain theory, line managers were also defined as a role devolving intended HR practices into actuality. Although positing a crucial status in implemental sense, line managers were found a weak link in the devolvement of HR practices. This essay is divided into two parts: Firstly, reviewing previous literatures and empirically analysing the weakness of line managers on the theoretical basis of Marchington and Wilkinsons (2008) view. Secondly, exemplifying ways of strengthening line managements contribution in organisations, by trying to address the problems presented in the first part. Literature Review A large number of previous literatures argue that line managers are the weak link in devolving HR intention into implementation. In Marchington and Wilkinsons (2008) view the weaknesses of line managers can be primarily put into four components: lack of relevant HR skills, disdain for HR work, competing priorities and increased workload, inconsistencies in application of HR functions. In the past, these four weaknesses were also discovered and demonstrated by many researches. From McGovern et als (1997) case study of seven organisations from different sectors, in which semi-structured interviews were conducted after the collection of empirical materials, the fact the low educational and technical skills severely constrained the conversion of HR to line management was exposed in a single case study. According to Maxwell and Watsons (2006) survey in UK Hilton hotels on the level of both line managers and HR specialists, some barriers to line managers involving in HR was examined and the results showed that opinions from HR specialists majorly reckoned lacking of skills in terms of time management, delegation, supporting learning and communication constrained HR to be devolved to line management. While the result also indicated that line managers did not agree with their counterparts in HR departments. Different from McGovern et als (1997) study, the employees views, which were more likely to be objective and reliant, were not collecting in Maxwell and Watso ns (2006) survey. Nonetheless, in the deep interviews with 40 line managers, the involved interviewees did not see themselves as HR experts and thought doing HR work was difficult for them (Renwick, 2003). Also, in Whittaker and Marchingtons (2003) study, it was also argued less skilled and competent line managers were less likely to perform effectively in HR aspects without support from personnel practitioners. In a pilot case study in NHS Trust conducted by Renwick (2000), one clinical director from the line held an old view of HR that they were slow inefficient and made mistakes, surprisingly, a strong hostile description was made as they were awful, just absolutely awful. Regretfully, in this study there was only one case, and, evidence of line managers disdain for HR work was merely from one individual. However, in his research two years later, in all the negative aspects found though interviewing 40 line managers from 3 organisations, line managers admitted that they sometimes slack in completing HR work (Renwick, 2003). Also, an interesting phenomenon in Maxwell and Watsons (2006) survey was the response rate of questionnaire from HR was notably higher than line managers, which more or less indicated line managers were less interested and enthusiastic in HR issues. Many line managers also reckon that the converting too many HR work on them might prevent them from undertaking their own duties (Whittaker and Marchington, 2003). From the investigation in non-clinical managers in NHS Trust the conflicting work priorities exposed that HRM concerns were low on the list of priorities (Boaden et al, 2008). Generally, the competing priorities on the line managers side means they concern more on capturing immediate outcomes. From three groups of organisational constraints in McGovern et als (1997) study, a short-termism was discovered in line management and line managers were less interested in using their time to do activities without an immediate return. Consequently, the greater workload and pressure was generated if line managers were devolved HR functions (Cunningham and Hyman, 1995; Maxwell and Watson, 2006). In Bowens (2004) study, consistency was regarded as a strength of HRM system. However, in practice inconsistencies such as role ambiguity, low efficiency and conflict between line managers and HR specialists often happened. Interesting findings can be extracted in Cunningham and Hymans (1999) research, in which semi-structured interviews and postal questionnaires were conducted in four cases from different industries. The line managers on the one hand were satisfied with the general background suggestions about administrative issues from HR counterparts; on the other hand they commented the HR functional supports from HR specialists in terms of leadership, training and development were poor and even unnecessary. Obviously, due to the inconsistencies, the line managers preferred to be less involved in HR works. Strengthen line management in HR sense As the devolvement of HR functions to line managers is becoming increasingly recognised as important for the raising organisational performance (Guest, 1987; Purcell and Hutchinson, 2007; Boaden et al, 2008), it is essential to strengthen the weaknesses of line managers in HR system mentioned above, which can be regarded as suit the remedy to the case, while the remedy is not particular designed to single weakness but comprehensive as the weaknesses themselves are interacting. From my personal perspective, the central core of strengthening line management in HR sense is to make line managers realise they are responsible for HR and their duties are important. If line managers cannot realise their responsibilities or even disdain for HR work, the direct result might be that they are not inclined to get involved, and therefore difficult to gain their participation (Boaden et al, 2008). However, in many circumstances we found a reason that line managers neglecting such responsibilities as a result of their bad impression on HR work as well as supports HR specialists, which can be categorised as a kind of inconsistency in Marchington and Wilkinsons (2008) classification of line managers weaknesses. Actually, sometimes it is not line managers do not want supports from HR specialists but the supports are poor in their opinions (Cunningham and Hyman, 1999). Therefore, the ways of strengthening the contribution of line managers in HR system, which will be exemplif ied in terms of recruitment and selection, performance management and employee involvement and participation (EIP) in the following paragraphs, can be discussed with HR specialists involved as well. As for recruitment and selection, on the one hand, the internal recruitment for line management roles might be an effective and efficient way to strengthen the contribution of line managers in HR sense. Nowadays, although the ideal situation is that HR functions can be consistently devolved in line management, it seems not so practical for line managers to spend too much time in doing these. The phase time-consuming was used by clinical director from the line to describe new system introduced by HR (Renwick, 2000). The line manager involved in Boaden et als (2008) research might represent a usual notion, I am realistic enough to know where the priority is going to lie at the end of the day. Actually, not only line managers are confronted with short-termism (McGovern et al, 1997) problem, but HR specialists also facing difficulties needing to be addressed soon. In Legges (2005) vicious circle theory, problems happened without getting HR involved, and HR was asked to assist in tacklin g them and give instantly effective supports, which might lead to potential negative impacts in the future. After this process, HR specialists were more likely to be blamed and given less trust in making important decisions. Therefore, the feasible approach introduced here is recruiting and selecting people within the organisations. Specifically, selecting those who have HR working experience or HR special knowledge and skills beforehand, and moving them to the line management work. By doing this, two difficulties may be eased to a large extent in a short time: the disdain for HR work and the deficiency of HR skills. On the other hand, line managers contribution can be enlarged in the conducting recruitment and selection of employees for organisations. That is, clear division of work and responsibilities between line managers and HR specialists. What is more, line managers should be allocated with components related to operational work and special skills of candidates, avoiding spec ialised HR functions that they are difficult to drive. Performance management is an important aspect in which line managers role in HR system should be consolidated, as shown in Cunningham and Hymans (1995) finding that appraisal of subordinates posited the first place in all the main responsibilities of line managers in managing human resources. Example of Selfridge in Purcell and Hutchinsons (2007) can be used to demonstrate the way of improving performance appraisal in line management. In the survey of employees attitudes in Selfridge, the gap between intention and implementation also existed there and over 40 percent of respondents dissatisfied with the performance appraisal system. The comments and suggestions raised by employees, such as consistent approach and regular appraisal for every employee, more recognition from management, getting employees involved and listening to their voice, working closer to employees, brought companys attention. Therefore, measures such as involving company culture into management, refining the line managers role to be more integrated and consistent to the HR system, especially, associating performance appraisal more to career development and opportunities. In Thornhill and Saunders (1998) case study in Newco, a part of large scale organisation in public sector, evidence accumulated exposed that involving and communicating with employees could enhance employees commitment. Therefore, getting employees involved may be an effective way to improve line mangers decision and practices relating to HR. From my personal experience, it was also proved to be making sense. One of my college classmates, who works as a line manager in China Mobile, the most powerful telecommunication company in China, complained to me that the policies and objectives made by managers were always failed to be achieved by employees two months ago. However, last week he told me the situation was better after adopting my suggestion that asking for employees advice and concerning their voice all the time. On the other side, negative effects were generated if integration within management level was insufficient (Thornhill and Saunders, 1998). To resolve this problem, the leader-member exchange (LMX) theory seems to be an appropriate model, in which the inconsistence between line managers and HR specialists are likely to be somewhat eased. Example can be used from Gerstner and Days (1997) meta-analysis, that the LMX was demonstrated to be positively associated with employees performance, to illustrate the effectiveness of this model. Conclusion As demonstrated by many empirical collections, the devolvement of HR functions to line management is significantly affecting the performance of organisations. While line manager was regarded as weak link in HR system, and, the weaknesses can be found in many previous researches and literatures, in categories of Marchington and Wilkinsons (2008) view. Arguably, the line managers role in HR sense can be strengthened and they should be conscious that their new role and new responsibilities are crucial. The internal recruitment and selection of line manager from workers with HR background may reduce the prejudice and technical weakness of line management, and clear division of duties in recruiting and selecting can alleviate the inconsistence between line and HR. Furthermore, example from Selfridge researched by Purcell and Hutchinson (2007) demonstrated how the role of line manager can be consolidated in terms of performance management. Also, the significance and effectiveness of EIP wa s exemplified, and, the LMX model was introduced to consolidate the communication within management level. References 1. Boaden, R et al. (2008) Improving Health through Human Resource Management: The Process of Engagement and Alignment, CIPD. 2. Boselie, P, Dietz, G and Boon, C. (2005) Commonalities and Contradictions in Research on Human Resource Management and Performance, Human Resource Management Journal, 15, 3, 67-94. 3. Bowen, D and Ostroff, C (2004) Understanding HRM-firm performance linkages: the role of the strength of the HRM system, Academy of Management Review, 29, 2, 203-221. 4. Caldwell, R (2003) The Changing Roles of Personnel Managers: Old Ambiguities, New Uncertainties, Journal of Management Studies, 40, 4, 983-1004. 5. Cunningham, I and Hyman, J. (1995) Transforming the HRM Vision into Reality: The Role of Line Managers and Supervisors in Implementing Change, Employee Relations, 17, 8, 5-20. 6. Cunningham, I and Hyman, J. (1999) Devolving Human Resource Responsibilities to the Line: Beginning of the End or a New Beginning for Personnel?, Personnel Review, 28, 1/2, 9-27. 7. Currie G and Procter S. (2001) Exploring the Relationship between HR and Middle Managers, Human Resource Management Journal, 11, 3, 53-69. 8. Francis, H and Keegan, A. (2006) The Changing face of HRM: in Search of Balance, Human Resource Management Journal, 16(3), 231-249. 9. Gerstner, C and Day, D. (1997) Meta-analytic Review of Leader-Member Exchange Theory: Correlates and Construct Issues, Journal of Applied Psychology, 82, 6, 827-844. 10. Guest, D. (1987) Human Resource Management and Industrial Relations, Journal of Management Studies, 24, 5, 503-521. 11. Guest D et al. (2003) Human Resource Management and Corporate Performance in the UK, British Journal of Industrial Relations, 41, 2, 291-314. 12. Harris, L. (2001) Rewarding Employee Performance: Line Managers Values, Beliefs and Perspectives, International Journal of Human Resource Management, 12, 7, 1182-1192. 13. Huselid M. (1995) The Impact of Human Resource Management Practices on Turnover, Productivity and Corporate Financial Performance, Academy of Management Journal, 38, 3, 635-672. 14. Kang, D and Stewart, J. (2007) Leader-Member Exchange (LMX) Theory of Leadership and HRD: Development of Units of Theory and Laws of Interaction, Leadership Organisation Development Journal, 28, 6, 531-551. 15. Khilji, S. and Wang, X. (2006) Intended and Implemented HRM: the Missing Linchpin in Strategic HRM Research, International Journal of Human Resource Management, 17, 7, 1171-1189. 16. Legge, K. (2005) Human Resource Management: Rhetorics and Realities. Palgrave Macmillan. 17. Marchington M and Wilkinson A. (2008) Human Resource Management at Work, 4th edition. CIPD. 18. Maxwell, G and Watson, S. (2006) Perspectives on Line Managers in Human Resource Management: Hilton Internationals UK Hotels, International Journal of Human Resource Management, 17, 6, 1152-1170. 19. McGovern, P. et al (1997) Human Resource Management on the Line?, Human Resource Management Journal, 7, 4, 12-29. 20. Perry, E and Kulik, C. (2008) The Devolution of HR to the Line: Implications for Perceptions of People Management Effectiveness, International Journal of Human Resource Management, 19, 2, 262-273. 21. Purcell, J. and Hutchinson, S. (2007) Front-line Managers as Agents in the HRM-performance Causal Chain: Theory, Analysis and Evidence, Human Resource Management Journal, 17, 1, 3-20. 22. Renwick, D. (2000) HR-Line Work Relations: A Review, Pilot Case and Research Agenda, Employee Relations, 22, 2, 179-205. 23. Renwick, D. (2003) Line Manager Involvement in HRM: An inside View, Employee Relations, 25, 3, 262-280. 24. Thornhill, A and Saunders, M. (1998) What if Line Managers dont Realize Theyre Responsible for HR?, Personnel Review, 27, 6, 460-476. 25. Wall, T and Wood, S. (2005) The Romance of HRM and Business Performance, and the Case for Big Science, Human Relations, 58, 4, 429-462. 26. West M et al. (2002) The Link between the Management of Employees and Patient Mortality in Acute Hospitals, International Journal of Human Resource Management, 13, 8, 1299-1310. 27. Whittaker S and Marchington M. (2003) Devolving HR Responsibility to the Line: Threat, Opportunity or Partnership, Employee Relations, 25, 3, 245-261.

Congress Essay -- essays research papers

There is a definite need for Congress in the United States. It serves many roles such as making laws, implementing national policy and watching over the other two branches of government. These are just a few of the duties of our U.S. Congress. Although they are essential to our government, there are potential problems. People are not always satisfied with the length of time involved in passing a law as well as the deadlock Congress can experience on an issue. Another potential problem people see with Congress is representation. Not all Americans feel that they are equally represented. The Congress of the United States is viewed by many as the largest branch in government. Some people might even say it is the most important. This is due to the roles Congress pays in our government. Congress is responsible for the lawmaking in our country as well as implementing national policy. The power to make laws was given to Congress by our forefathers when they constructed our constitution. Passing laws is very important to our country because without them we would be living in chaos. Of course, all our laws are not perfect but for the most part our Congress does a good job at keeping this country under control. The problems with lawmaking that most people see is the time involved in getting a law passed. In order for a bill to become a law it must first be introduced to the House or Senate, or both, then referred to a committee. This can be a very time consuming process. Anyone interested in having a law passed must realize the process involved and be patient. In addition to lawmaking Congress is also involved in passing amendments. Our nation has been able to grow and strengthen due to the amendment process. In order for our government to keep up with the changing times it is crucial that we make adjustments to the constitution. The downfall is that the amendments passed have not always kept up with changing times. Arguments against Congress would be that they taken to long in enforcing the amendments. The U.S. Congress must also implement national policy. The Congress must regulate commerce in order to create a prosperous economy. It is up to Congress to monitor the growth of the economy and be ready to act if necessary. Congress has the power to implement monetary policy in which they decrease taxes to induce spending during a slow econo... ... half the nations population are women, but the 102nd Congress had only thirty one women members. In addition, our nation is made up of mostly blue collared workers, yet the most predominant occupation of Congress members are lawyers. With this in mind the Congress must strive to understand and represent the needs of the people. Congress cannot ignore the disadvantage groups that feel unrepresented in the system. Until the enactment of Medicare in 1965, Congress declined to pass health care legislation for the elderly. There will always be people for and people against any branch in government. The reason being, government is not perfect, nor are the people who run it. Laws take time to create and policies take time to be implemented. You cannot deny the fact that regardless of the time involved these procedures are a major and necessary step. Over all Congress does a good job with the roles and duties it is given. When it comes to representation, the vote lies in our hands. We have the power to vote for who we want to represent us. We can make a difference if we get involved in electing those who share the same ideas of the people to make us a better a better nation.

Jarhead Movie Review

A man fires a rifle for many years, and he goes to war. And afterward he turns the rifle in at the armory, and he believes he's finished with the rifle. But no matter what else he might do with his hands; love a woman, build a house, change his son's diaper; his hands remember the rifle. † Jarred is not a war movie about a physical war between countries; it is about an internal war a soldier faces during, and following a physical war in which he is a witness.The main character, Tony Oxfords tells his story starting at boot camp, through the first Gulf war, and shortly after his discharge; in an attempt to give the audience a better understanding of what happens within a soldiers mind as a result of being in combat. It is incredibly hard to imagine the toll that being in the Marine Corps, and being involved in such a situation, could take on your mind and body but this movie makes a really good attempt.Unlike most war movies Jarred does not focus on the enemy or the war at hand, it gives us here at home a little inside look at what the soldiers experience and why their lives and minds are changed forever. Tony shows us how tot camp tore him down and rebuilt him as a killing machine, â€Å"l wanted the pink mist,† he says referring to the splatter of blood seen through the scope of the rifle of a Marine sniper. There are scenes of the soldiers watching the old war movie, Apocalypse Now, following along with the music, and thirsting for the first sight of bloodshed.The soldiers soon get their orders to go overseas and they think that their war is about to begin. When they fly Into the desert and get their orders to guard the oil fields they assume that this Is Just until the war actually begins. When â€Å"their war† anally does begin, Instead of using their carefully honed skills, they are faced with the reality that, unlike the movies they watched with such fascination, foot soldiers are all but useless In our age of technology. They face Inc redible frustration and aggravation playing the waiting game.For Tony's best friend and spotter, Troy, the frustration reaches a boiling point when their one and only opportunity Is quickly taken away by a commanding officer who rather bomb the tower they were scoping out. â€Å"It's our kill! Just let us do It one time, PLEASE,† Troy pleads with the officer as Tony tries to calm him down. The officer calls the Jets to complete the mission and Troy Is reduced to the fetal position, sobbing uncontrollably. It Is a very painful scene to take In. Just to Imagine how frustrated a grown man has to be to succumb to such a state of utter disappointment.In today's society we have all heard of post- traumatic stress disorder (PETS), watching this movie gives the viewer's Insight as to why/what kinds of events transpire that could cause a person to experience PETS. The scene where they come across a traffic Jam that was turned to ash Is very surreal, owe will those soldiers feel when t hey see or are In a traffic Jam once they return home? The final scene shows Tony looking out the window In his apartment back dying; will always be me. We are still In the desert. The director hammers home the basis that Marines are Marines forever, especially In their own minds. Once they witness war they are forever changed, their life Is never the same. Jarred Movie Review By Confederacy war is about to begin. When they fly into the desert and get their orders to guard the oil fields they assume that this is Just until the war actually begins. When â€Å"their war† anally does begin, instead of using their carefully honed skills, they are faced with are all but useless in our age of technology.They face incredible frustration and frustration reaches a boiling point when their one and only opportunity is quickly out. â€Å"It's our kill! Just let us do it one time, PLEASE,† Troy pleads with the officer as Troy is reduced to the fetal position, sobbing uncontrollably . It is a very painful scene to take in. Just to imagine how frustrated a grown man has to be to succumb to such traumatic stress disorder (PETS), watching this movie gives the viewer's insight as toThe scene where they come across a traffic Jam that was turned to ash is very surreal, how will those soldiers feel when they see or are in a traffic Jam once they return home? The final scene shows Tony looking out the window in his apartment back home, seeing nothing but desert, and he quotes, â€Å"And all the Soreheads; killing and dying; will always be me. We are still in the desert. † The director hammers home the basis that Marines are Marines forever, especially in their own minds. Once they witness war they are forever changed, their life is never the same.

Modernism Modernism And Modernism - 901 Words

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A new style of art formed which was called Postmodernism, which is believed to have taken hold in the 1980s, where artists rejected science/rationalism, questioned authority, we re critical of progress, examined moral codes, and were skeptical. This new style is better thought of as strategy for making art since it appears in many forms using a wide variety of materials and techniques. It has been described as, â€Å"creating visually interesting, messy, sometimes contrary, and often political images that mock the rules of Modern art.† (Stokstad Cothren 2011) They are like modern day djs taking material from multiple sources and combining them in a unique way toShow MoreRelatedModernism And Modernism : Postmodernism And Postmodernism1632 Words   |  7 PagesModernism is what most people describe as what came before postmodernism. 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