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Explaining effective HRM implementation: The role and HR-related functions of line managers and challenges experienced in effective HRM implementation practices The following aspects must be included in your literature review: • Discuss the devolution of HR functions to line managers • Critically discuss the advantages and disadvantages of the devolution of HR-related functions to line managers • What are the HR-responsibilities and practices of line managers • Explain and discuss the concept of Human Resource Business Partner and critically discuss the relationship between line managers and Human Resource Management Business Partners. • What are the factors impacting line managers’ effectiveness to perform their HR functions and responsibilities effectively? Research design Conduct a quantitative cross-sectional survey amongst line managers to measure: 1) Line managers’ perceived HRM implementation effectiveness (section B of the questionnaire). 2) The five factors (desire, capa

Running head: RESEARCH PAPER 1
Talent Management
STUDENT DETAILS:
9/23/2019

RESEARCH PAPER 2
Executive summary
The HR is considered as people management as well as support functions in the
company. The research has various chapters to methodically conduct a research. In an
introductory chapter, the setting along with problem statement, aim of research and
research objective are discussed. In next chapter, it describes the HR functions,
practices as well as approaches for the line managers. It also describes a concept of
HR Business Partner, along with its relation with line manager in the company. In
subsequent part, research philosophies, research strategies as well as approaches, are
examined to meet aim and objectives of research properly and effectively. In next
chapter of research paper, data is analyzed by the researcher by conducting survey
through questionnaires. In last section, findings are evaluated for developing
understanding regarding research problem about HRM. Moreover, all findings are
briefed and suggested for conducting the further research.
Keywords: line management, HRM implementation effectiveness, HR
devolution, strategic HRM

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Contents
Introduction........................................................................................................................4
Background and problem statement..................................................................................4
Research questions...........................................................................................................5
Research objectives..........................................................................................................5
Literature review................................................................................................................6
Devolution of HR functions to line managers.................................................................6
Disadvantages and advantages and of devolution of HR functions to line managers. .6
HR practices and responsibilities of line managers.......................................................6
Concept of Human Resource Business Partner............................................................6
Relation between Human Resource Management Business Partners and line
managers........................................................................................................................6
Factors impacting effectiveness of line managers to perform HR responsibilities and
functions.........................................................................................................................6
Research methodology......................................................................................................6
Research Philosophy.....................................................................................................7
Research Approach........................................................................................................7
Research Strategy..........................................................................................................8
Data Collection Method..................................................................................................8
Research design................................................................................................................8
Sample...............................................................................................................................9
Measuring instrument........................................................................................................9
Data analysis...................................................................................................................10

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Results.............................................................................................................................10
Discussion of results........................................................................................................11
Conclusion and recommendations..................................................................................12
References list.................................................................................................................14
Appendices......................................................................................................................15

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Introduction
In most of the organizations, the line managers are engaged in procedures of the
human resource management. A unique characteristic of strategic HRM literature is
identification and recommendation of the great participation of line managers. The line
manager is a manager to whom the people and groups report in direct manner, as well
as possess high accountability in the company. For example, the manager such as
project manager is liable for directing the work to different workers; however the product
manager is not so liable for the managerial administration. The HR managers are also
considered as the line managers. In the following parts, the main mechanism is
underlined, which mediate the human resource management performance’s link, such
as effectively human resource management execution by the line managers.
Particularly, the research objective is to know an experience of line manager of to
perform the human resource role as well as the factors stating proper HRM completion
at all the managerial levels like, middle and junior management level along with senior
management level. It is stated by the findings that line managers’ HRM implementation
efficiency is connected to organizational maintenance, self-directed motivation, as well
as co-worker assistance. As per the outcome, the HR department of the company may
make the internal organizational situations essential for facilitating the successful
human resource management implementation by a line. In the similar period, this is
worth following the approaches as per the different stages of the management. This
research study stated here fills the gap by providing more insights in how line manager
involves in the human resource procedures. The findings in this paper render the base
for the complementary sight that completely identifies the implication of line manager
organization. Even though the evaluation as well as most subsequent discussion has
made focus on the actions of senior level management, and a managerial discretion
concept applicable to various managerial stages in the organization.

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Background and problem statement
More favorable to admiration of line manager organization, as the significant element of
the human resource systems, is findings in assessment literature of performance upon
“cognizant effort of supervisor for generating the rating that would get own objectives”
like keeping harmony as well as encouraging the subordinate for performing (Taylor,
Doherty and McGraw, 2015). Further, the manager is considered as the implementer,
enactor or translator of the human resource policy, however what accurately is
considered by which states not clear. The accounts related to how line manager
influences process of human resource have affected the influences on practical along
with HRM implementation’s inter-personal facets. In the paper, the success of HRM
implementation will be discussed. This paper does not focus only on the HR functions
however on a part and functions of line manager. The line manager finds applying
human resource practices at functional stage complicated and expresses unwillingness
with the responsibilities of HR. On the other hand, they have become increasingly liable
to implement of HRM and consequently, the performances are significant for efficiency
of HRM. This paper also pointed to five factors, which can lead to problems in
implementing the HRM (Berman, et. al, 2019). The case study in 3 dissimilar
management levels like junior, middle as well as senior management level is stated
here for investigating the salience of the factors. It can say that challenges faced by line
managers differ per business unit. Furthermore, the key objective of this research paper
is to analyze HR functions as well as responsibilities of line manager, decentralization of
functions of human resource, Benefits along with drawbacks of devolution of Human
Resource functions, and actors affecting efficiency of line managers for performing the
HR responsibilities and HR functions. This paper also discusses the notion of human
resources business partner, and relation between human resources business partners
along with line managers (Bratton and Gold, 2017).
Research questions

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The research objectives lead to various research questions. They are below -
1. To what level can line manager implements HR-functions and the practices in
effective manner?
2. What are the HR practices along with functions of line mangers?
3. What is a concept and reason of devaluating the functions of human resources to line
managers?
4. What is Human Resource Business Partner concept?
5. What is relation between HR Business Partners and line managers?
5. What are elements influencing efficiency of line managers to perform the HR
functions along with responsibilities in a proper as well as effective way?
Research objectives
This is necessary for the researcher to know that how to evaluate the research aims
and objectives as it are very helpful for researcher to attain the outcomes of research.
The research aims to determine that what is human resources practices along with
functions of line manager, and what level line managers distinguish the provided
limitations as holding back, and whether the workers perceive the HRM implementation
effectively. Furthermore, it aims to examine to what level limitations of line manager
affect effectiveness in HRM (according to view of employees). There are some
research objectives. They are discussed as follows-
 To know the HR practices as well as functions of line mangers
 To know the concept and reason to devaluate the functions of HR to line
manager
 For discovering disadvantages along with benefit of devolution of activities of
human resources to line manager
 To get knowledge of HR Business Partner concept

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 To discover the relation between line managers as well as the human resource
business partner
 To explore factors that affect effectiveness of the line managers for performing
the HR functions along with responsibilities
Literature review
The next chapter of the paper is literature review. In this section of research paper, the
research issue is discussed by implementing various concepts, theories along with
models. While reviewing the literature, the researcher can be enabled to have
evaluation of current data regarding problem of research. To conduct literature review,
various articles as well as journals are reviewed as this is helpful for developing the
knowledge about HRM implementation. This can also be helpful for the investigator to
evaluate the gap of knowledge and create the basis for applying the main research
methods.
Devolution of Human Resources functions to line manager
The devolution of accountabilities of Human Resource to line manager is the
international as well as increasing tendency. There can be positive consequences
along with unconstructive results of decentralization. There is the constructive result
of devolution is administration effectiveness. Though, the positive results were qualified
by interaction between line supports as well as devolution. The decentralization has
wider range of implications for line manager’s role and for a part of workforce’s
expertise. It is also important for assessing the significance to assess the capacity of
organization to develop and regulate the people management approaches across the
whole establishment. There are various companies that are involved in establishing the
line activities. It can be great risk for the companies adopting the decentralization of HR

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functions to the line managers’ strategies. They are placing care as well as feeding
accountability of the most significant assets.
The daily human resource activities are very difficult to affect the bottom line of
performing indicators of the company. It is essentially required to consider that whether
the effects of decentralization of human resources activities to line managers of
company are affected to the extent to which the senior as well as junior line managers.
and middle line managers are trained in the people administration or whether they have
provided the support by human resource managers.
Disadvantages and advantages of decentralization of human resources functions
to line manager
There are various drawbacks as well as benefits of decentralization of functions of HR
to the line managers. The main disadvantage is difference of knowledge. The HR
department interviews potential workers. It handles the paper-work as part of the job.
The HR managers have knowledge of paperwork. They are able to explain the benefit
packages along with vacation policy to the worker. They also have knowledge regarding
the labor law along with employment law. This knowledge frees line managers for
running the department without nonessential works. The line mangers cannot be
capable to respond the questions in relation to the health insurance. On the other hand,
human resource managers deal with these cases daily. The human resources also take
care of record of workers. They can handle the payroll in better way. Furthermore, other
point is objectivity. The line managers work in the thick of actions, so they cannot be
considered as best people for handling the personnel cases. The line manager’s
nearness to the condition can influence the capability for suspending the workers. The
human resource managers provide the buffer or distance between the supervisors and
the upsetting workers. HR often renders other step in chain of command of the
organization; if the workers have issue with supervisors that is not solved, the
department may consider this case. On the other hand, the main advantage of

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devolution is that it increases the speed of taking decision. It ensures the local
administration accountabilities, probable cost saving, along with strategic part for key
human resources and short lines of the communication. The work-load of the HR can be
reduced by the devolution.
HR practices and responsibilities of line manager
The line manager has the significant part to play within practices of human resource.
Line managers may help the procedure of revitalization of the company with increased
customer’s focus as well as team’s performance. Line manager also makes sure that
the workers are highly motivated, creative as well as competent, and associated to the
business strategies. The line managers also very significant to ensure that the company
complies with related rules, regulations as well as laws (Makhecha, et. al, 2018). The
line manager’s part in private company along with public company has modified pretty
considerably in the latest time. The line managers have been provided more
accountability. They are not just liable for budgeting as well as distributing the
resources, however most significantly for the problem related to people management.
Further, the HR Devolvement has led to line manager who purchasing the middle
management functions as well as becoming “small general-manager” accompanied by
the losses of decision-making function downwards to the work team. Henceforth, this is
appropriate for line managers to have responsibilities in relation to personnel growth as
they run beside public they handle (Ostroff and Bowen, 2016).
Concept of HR Business Partner as well as relation amid them and line managers
The HR business partners are considered as human resource professionals who work
personally with senior team leaders of the company for developing the human resource
strategies that closely support the whole objectives of the organization (Stewart, 2018).
The procedure of the alignment is considered as the Human resource business
partnering, and can include the Human Resource business partner sitting on BOD or

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functioning directly with C-suite as well as board of directors. In addition, the concept of
Human resource business partners was popularized by educational along with
consultant David Ulrich, who considers the human resource business partners as part of
successful contemporary Human Resource functions. Communication skills are so
significant for HR business partners as they are required to have communication with
the financial values as well as upcoming worth of person centered policies of Human
Resource to the leadership of organization, along with communicate higher-level
decision down to different people of Human Resource sector as well as complete
company. The relation between line managers and HR business partners is dynamic,
multifaceted and reliant on the organizational culture and the skills or competencies of
major shareholders in a partnership (Cappelli, 2015).
Factors impacting efficiency of line manager for performing HR responsibilities
along with functions
The research study considers factors, which are detractors as well as enhancers of
efficient HRM functions executed by line manager in company. The HR managers have
the significant part in making the favorable work climate in the organization. There are
five factors recognized as having the influence on the Human Resources Management.
It is required by the line managers that they should be aware about the matters of
company. They should have knowledge that what is going on in the company for
developing the better practices and for attaining the pre-determined results in a proper
as well as effective way. These factors are essentially required to be considered by the
line managers when performing the HR functions as well as HR practices. They are
required to have knowledge of the industry as well as the wider marketplace regarding
the factors that affect the changes. In this way, these five factors are desire, capacity-
role overload, occupational self-efficacy, human resource support service as well as
policies and procedures. The desire in industry as well as the wider market in relation to
elements that influence the changes may affect the HR practices. The HR support
services are one of significant factors. By using supporting services of the human

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resource, the line managers of different level can understand the HR functions and role
in the better way. They will also be able to know the legal implications in a better way.
With the help of understanding the factors, the line managers will be able to make better
human resource planning. In this way, it will be easy for them to get the pre-determined
results in quick as well as effective way. In addition, the new policies and procedures
bring the new changes in this sector to affect the human resource planning (Eric
Friedman, 2017).
Research methodology
The next chapter of research paper is research methodology. There are various
approaches and research strategies are discussed for doing research in the
methodological along with moral way. Further, different, research approaches and
philosophies; research approaches, methods to collect data, sampling, data analysis,
and research design are defined for ensuring proper validation of the findings of
research. Moreover, the research methods are acceptable as per the research
objectives and subject matter as this is significant for attaining relevant outcome
(Marchington, 2015).
Research Philosophy
The research philosophy is helpful in developing the information and understanding
regarding research concern. It is very important to select the correct and relevant
research philosophy. By using correct research philosophy, the investigator will be
capable to examine data estimating and data interpreting as well as data pooling
method by using research procedure. There are three kinds of research philosophies
such as realism research philosophy, interpretivism and positivism research philosophy.
As per this, positivism philosophy can be used in defining the factual data according to
the observation along with measurement. This research philosophy also permits the

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researcher to know truth according to statistical figures and facts (nankervies, et. al,
2016).
Alternatively, realism philosophy is greatly based on human-being belief as well as
reality, which are presented in some conditions. For this dissertation, the interpretivism
philosophy is very useful for getting detailed data about research problem by gathering
the opinions along with views of respondents. By using this research philosophy, the
researcher can make suitable conclusion related to Human Resources functions as well
as approaches of the line managers. In contrast to this, realism along with positivism
philosophies have not considered by because of less relevancy regarding the problem
of research. Further, there are no requirements of implementing highly ordered
methodology like creating as well as proving hypothesis along with assessment of the
outcome according to generalization.
Research Approach
The selection of correct research approach is also significant to validate selected
methods along with designs. The research approaches can be of 2 types. These types
include deductive research approach along with inductive research approach. By
utilization of research approaches, a researcher can have the facts and figures in
practical way. By these approaches, the researcher can use the particular data
collection method along with data analysis method for the study. In this way, the
researcher can enhance the detailed knowledge regarding the utilization of numerous
methodologies as it can be relevant for meeting study’s results (Albrecht, et. al, 2015).
The deductive approach is the approach that is relevant for the researcher because of
its feature of relevancy with positivism philosophy. On the other hand, it can see that the
inductive approach is appropriate due to significance in relation to interpretivism
method. It is clear that the deductive approach is helpful to make hypothesis about the
issue of research. To prove the hypothesis, it is required to collect the figures and facts
for rejecting and accepting the hypothesis. Nevertheless, inductive research
methodology addresses suppleness as there are no requirements of creating

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hypothesis associated with problem (Collings, Wood and Szamosi, 2018). Here,
inductive approach is used by investigator in place of the deductive approach for the
reason that inductive approach increases the subjective knowledge in relation to
research concern. In this way, the researcher is capable to get valid and proper
research outcomes. It can be helpful for the researcher to gather facts as well as figures
and to arrive at some particular conclusions about the HRM implementation. The
deductive approach is not proved appropriate approach for the researcher for the
reason that it does not construe hypothesis for answering research questions.
Research Strategy
The research strategy is very significant element, which allows permits the investigator
to answer question of research in the managed way. By using this, an investigator
would be capable to pool information of background and evaluate information to reach
at specific conclusion. For attaining the research aim along with research objectives, a
researcher may use various categories of research strategies like survey through the
questionnaire, observation, literature review, interviews, case studies, focused group
and observation. In this research study, survey is applied by a researcher for the reason
that it allows the researcher for gathering proper amount of data related to Human
Resources functions along with practices of the line manager. By utilizing survey
strategy, it will be easy to pool figures as well as facts in timely and with less cost. It
also increases the research quality between the shareholders. As a result, it helps to
meet research objectives and aim in the determined period. It also ensures the valid
and appropriate result.
Data Collection Method
The methodology to collect data is very useful for collecting data in methodological way
by using numerous sources for attaining the research aims and objectives. The
practicable data collection method enables the researcher for producing data in relation
to research concern. It is beneficial to get conclusion related to a problem of research.

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In addition, there are various types of resources that are used for collecting data such
as secondary data-collection methodology along with primary data-collection
methodology. In this manner, primary data describes the data, which is gathered from
new and first period by an researcher. To collect primary data, the researcher utilizes
group discussion, survey through questionnaires, case study, and interview.
Research design
There are numerous kinds of research designs. They are helpful for a researcher in
evaluating design of research study. The research study can be exploratory design and
descriptive design. The exploratory design describes that primary research
demonstrates the related problem by establishing the hypothesis (Gertler, et. al.,
2016). Conversely, descriptive design helps an investigator to obtain detailed data
about research issue by describing incidence. Casual research affects cause and effect
relation between variables. In the paper, an investigator uses exploratory design and
descriptive research design (Angrev, et. al, 2016). By using the exploratory design, the
researcher enabled to collect detailed data related to the HR functions and practices for
the line managers. In contradiction of this, an implementation of the descriptive design
can be very helpful in developing the knowledge regarding characteristics of the groups
as well as individuals (Hunter, Saunders and Constance, 2016). The research design
helps the researcher for collecting views as well as perceptions of the respondent about
research information as this is advantageous to arrive at valid and reliable outcomes.
Further, the casual research is not applied by the researcher as there is no requirement
for creating the cause and effect relationship between various variable. The researcher
conducts the quantitative cross sectional survey among line managers at the different
level (junior level, medium level and senior level) to assess-
 Line manager’s professed Human Resources implementation efficiency
 The 5 elements namely desire, capacity, competencies, support, procedures as
well as policy that impact the efficiency of Human Resources implementation on
the line managers

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Sample
The sample is described as choice of right participants for conducting research to
respond related questionnaires (Noe, et. al, 2017). The sampling strategies have so
many types. Sampling strategies include non-probability and probability sampling
strategies. By using sampling method, the investigator may select the suitable data
along with information from the government report and the sites. As per this, probability
sampling methodology is the sampling methodology that is undertaken in term of
random selection of the members. This method provides similar probability of choosing
participants. In contradiction of this, non-probability sampling technique is the method
wherever the researcher has not similar chances for selecting the sources. The non-
probability sampling is sampling tool where members being chosen in odd number for
samples, cannot be determined. Further, by probability technique, a researcher can
evaluate odds. In addition, probability sampling technique involves random selection,
when non-probability technique does not involve random selection. This is based
on subjective judgement of researcher. The odds do not require being similar regarding
the techniques to be regarded as probability-sampling. Such as, one person can have
10% chance of being selected and other person can have 50% chances of being
chosen. This is non probability sampling while the researcher measures odd (Reilly and
Williams, 2016).
For this research paper, the sampling strategies will be applied. Under the probability
sampling strategy, random sampling strategy can be used in selecting the respondents
for survey through the questionnaire. For this, 25 mangers of Banc ABC is chosen as
sampling size at different managerial level such as senior level, medium level and junior
level. In contradiction of this, in the non-probability sampling strategy, the convenience
sampling method is chosen to select respondents for the survey. As per this strategy,
the respondent is chosen as per the understanding, experience, as well as talent. For
this research study, the investigator has rendered earlier consent e-mail to take
manager’s permission for conducting the survey. In this e-mail, the researcher has

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rendered the directions and reasons to conduct the survey. As the result, this is
advantageous to get valid as well as proper outcomes (Larsen, 2017).
Measuring instrument
The aim of the study is to recognize necessary factors that may regarded necessary in
stating features of human resource system appropriate in the new organizational
setting. Further, the researcher uses the validated questionnaire for measuring the
factors (appendix). The citation analysis is also used by the researcher to collect the
renowned models to measure the performance of HR and role of the line managers, as
well as summarize dimensions and variables used for this purpose. The results of the
review can contribute effectively. It can update the current literature on Human
resources measures in 2 manners. Firstly, recognition the gap in relation to the
practical convenience and academic investigation, advices for the solutions in relation to
the conceptual framework for improving the measurement along with HR performance
measurement with the help of accurate variables, and recommendations of the direction
for next research about utilizing the right variables on the basis of research theory along
with purposes. This study targeted one organization for discovering the utilization of
various methods to measure the part of line manager in practicing functions of HR. This
study contains numerous connotations. It underlines the vital academic part in
enhancing performance of HR measures in study. It is required that HR performance
measurement should be associated with suitable approaches as well as theories
(Bratton and Gold, 2017).
Data analysis
Subsequent to collecting data, this is needed to evaluate them o create proper reliable
along with valid results about research subject matter. In this relation, there are
numerous data analysis techniques that may be useful by investigator like statistical
analysis, disclosures evaluation, contents evaluation and informal analysis. These data

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are collected for conducting the proper and effective evaluation of the gathered data.
For this paper, a statistical method is applying to assess data (mayo, 2016). By utilizing
the technique, the investigator is enabled to express information through different
presentations. This method is advantageous to understand purpose of responses of
selected senior managers, junior managers and middle managers. Here, MS-excel
software will be useful for interpreting the results so that the readers can develop
understandable perspective regarding the HR functions and practices of the line
managers in organization (Davis and Luiz, 2015).
Results
The finding presented in this on how line manager takes participation in procedures of
human resources, invites reflection on a manner for developing connection amid
performances of company and Human resources (Brewster, 2017). The functions of
human resources are mainly considered as presenting the offerings of company to the
workers, who later respond with attitude along with behavior to make organizational
performances. It can say that the functions of human resources make exchange relation
between the workers of company and company. They also ensure the employees-
company relations, throughout mechanism involving those defined in psychological
contracts along with apparent managerial supporting literature. The findings make focus
on a requirement to state effects of Human resource management to make balance
between significance of arrangement and organization. On the other hand, the finding
reinforces an important opinion. As per the opinion, the line managers may have
describing influences upon results of various procedures of human resources. To
certain level, numerous decisions related to human resources are nearby configured
through the line managers who use influences in administrative procedures leading up
to particular decision related to the employment term of the workers. In a framework
wherever Human Resources discretion is firmly forced along with regulated, the choice
of manager may create the significant differences, as well as have the significant
influence upon the attitude along with action of behavior. To carry out functions of

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human resources, the line manager does not only perform the role of agent in a
company, however also perform discretion in numerous manners, as organizational
actors who pursue personal combination of managerial, sartorial and personal
objectives (Albrecht, et. al, 2015).
Further, Survey through questionnaires were made on 25 mangers of Banc ABC. with
the help of survey through questionnaires, the investigator has asked various
questioners in relation to demographic factors along with research objectives to get the
aims.
Table 1: Gender
The survey is made 25 managers at different level (senior, junior and medium) in Banc
ABC. They have their particular gender. Demographic results are discussed below on
the basis of gender factor-
Table 1: Gender
Gender
Masculine 13
Feminine 12
The above tables states that 13 out of 25 managers are men as well as 12 out of 25
managers are females. It tells that investigator provides almost same opportunities to
the men and women so as to ignore bias from this research.
Table 2: Age group
20 years –
29 years
5
30 years –
39 years
10
40 years– 49 2

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years
50 years –
59 years
4
60 years and
above
4
It is clear from the table that most of the managers are covered under the age group of
30 to 39 years. On the other hand, there are only 2 participants who are covered under
the age group of 40 years to 49 years.
Table 3: managerial level in company
Senior level 9
Middle level 11
Junior level 5
It can say from analyzing the table that most of the participants belong to meddle
managerial level. On the other hand, it can say that only 5 managers are from junior
managerial level of the company.
Table 4: Experience in company
0 year to 10
years
4
11 years to 20
years
3
21 years to 30
years
2

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31 years to 40
years
8
41 years and
above 41
6
The above discussed table tells that greater number of mangers have 31 years to 40
years of experience of the work in company. On the other hand, just 2 out of 25
mangers have 21 years to 30 years of experience of work in the company.
Table 5: level of qualification-
National-level Certificate 1
Higher-level Certificate 1
Advance-level
Certificate
0
Central Diploma 4
Diploma 3
PG Diploma 2
UG 3
Honours Degree 0
Masters Degree 8
PhD 3
It is stated from above table that higher number of respondents has masters degeree.
Further, there are no respondents who have honors degree and higher-level certificate.

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Discussion of results
This chapter makes the discussion and the explanation of outcomes regarding research
issue in relation to HR practices and operations of line manager. A main objective of this
paper is to assess roles and operations of human resources of the line manager. It also
evaluates the relation amid the line managers as well as HRM business partners
(Gerpott, 2015). In general, the findings from line managers are very helpful.
Nonetheless, there are certain differences as well as new issues took place, as
research from the same perspective is limited. The line managers at different level of
Banc ABC professed an objective of HR as support for administration in people
administration as well as make sure the employees well being. Most significant
functions perceived are closely connected with the aims (Huemann, Keegan and
Turner, 2018). The activities involve rendering the expertise in numerous concerns like
the employment legislation as well as leadership, render support in development,
sparring as well as procedures, and finally employment. This is recommended that the
line manager is underlining tasks of HR. in this way; it renders the better platform to get
aligned functions. As per the role of human resource, the views may differ slightly. This
is analyzed that most noticeable role amongst line manager is reported to be the
managerial specialist. It is similar amongst HR coordinators; on the other hand Human
resource managers as well as specialist consider themselves as moving away from the
part. The same kinds of divide presents with the role of strategic partners that line
manager do not perceive it to be noticeable. The human resource managers as well as
specialist aim for this as well as consider human resource moving towards this. Lastly,
the HR and line managers both acknowledge significance of change agent as well as
being the facilitator of changes. Though, the contradiction happens in how included
human resources actually are in change. It suggests that there is difference of what is
predictable from human resource that may cause tension.
Conclusion and recommendations

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In the research paper, it is discussed that how the line manager carries out the roles as
well as activities of human resource. In conclusion, it is found that the company designs
human resource system for enabling the different stages of discretion, and that
company takes actions to align the line manager’s human resource decisions with
corporative objectives. In above mentioned parts, it is also stated that how line
managers may perform HR discretion in numerous arrangements. The valid outcomes
include the identification that manger may have the describing effect upon the results of
various human resource procedures (Sparrow, Brewster and Chung, 2016). To a great
level, a decision of human resource is domestically configured by line manager who
exerts influences in supporting procedures leading up to particular decision in relation to
the terms and conditions of employment of the workers, frequently in manners not
considered in policies as well as unexpected by top-level administration. In this way, the
manager does not only perform as agent of a company, however may perform the
discretion in the numerous manners, as he or she pursues the personal targets as
manager of the organization. The main element is that how the manager performs the
discretion. The line manager would have implication on the research findings as the
conduct and action of employee, as well as their organizational performances. The next
research on roles of line manager as well as human resources discretion can prove
productive within the consideration of the effect regarding performances of HRM. It is
also indicated that regulator and co-worker supports to perform the HR role. It is
recommended that company should consider creating the broader supporting network
for ensuring proper HRM implementation by the line manager. Thus, this last section
states the main findings of research, implication of research for area of International
Business. This section also provides suggestions for further research (Brewster,
Brookes and Gollan, 2015).
Last of all, even though certain fields of the improvement were perceived to be similar,
there was significant difference. The mangers professed this to be significant for HR to
be well-informed on the environment of operations, which is the educational
surroundings. It will permit for human resource to consider the big contribution in whole
approach creation as well as functions at each level. Subsequently, they perceived
digitalization as something to be advanced and the manner to become very effective.

RESEARCH PAPER 24
The initial dissimilarity came in how the problem is approached. They professed benefits
if the human resource was proactive. On the other hand, the line manager perceives
that these changes required to be occur in HR, when HR recognize that line manager
needs to approach the HR in advance. Finally, human resource encouraging
internationalization and advancing communication was an issue that was not
recognized in a proper way by HR professional, other than exclusively by line manager.
The recognition of difference in discernment in the fields of advancements permits for
HR to more expand the functions for serving the different stakeholders in different way
and enhance the added value to entity.

RESEARCH PAPER 25
References
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critical approach. In Human Resource Management, 26(8) pp. 1-23

RESEARCH PAPER 26
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RESEARCH PAPER 27
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Appendices
Survey through Questionnaire
Section A: Demographical based question
1. What is your Gender

RESEARCH PAPER 28
 Male ()
 Female ()
2. What is your age?
 20 –
29
years
()
 30
years
– 39
years
()
 40
years–
49
years
()
 50
years
– 59
years
()
 60
years
and
above
()
3. What is your managerial level?
 Junior level ()
 Middle level ()
 Senior level ()

RESEARCH PAPER 29
4. How many years of Experience do you have?
0 year to 10
years
()
11 years to 20
years
()
21 years to 30
years
()
31 years to 40
years
()
41 years and
above 41
()
5. what is your level of question?
National-level Certificate ()
Higher-level Certificate ()
Advance-level Certificate ()
Central Diploma ()
Diploma ()
PG Diploma ()
UG ()
Honours Degree ()
Masters Degree ()
PhD ()
SECTION B:
Line managers perceived HRM implementation effectiveness-

RESEARCH PAPER 30
Items
Strongly disagree
Disagree
Not sure
Agree
Strongly Agree
1. In my opinion, I contribute to the success of
the HR policy in myorganisation
1 2 3 4 5
2. I think I am performing well in executing my
HRM responsibilities
1 2 3 4 5
3. With regard tomy HR tasks, I think I am a good
line manager
1 2 3 4 5
SECTION C: FACTORS THAT INFLUENCE LINE MANAGERS'EFFECTIVENESS OF
EXECUTING HR TASKS
Please answer the following statements regarding satisfaction about factors that can
affect the effectiveness of executing functions of HRas the line managers
1 = not true
2 = slightly true
3 = partly true
4 = mostly true
5 = completely true
Factors, subscales, scale and items
Not True
Slightly true
Partly true
Mostly true
Completely
true
Factor 1: Desire

RESEARCH PAPER 31
Intrinsic motivation
1. Because I think that this activity is interesting 1 2 3 4 5
2.Because I think that this activity is pleasant 1 2 3 4 5
3.Because this activity is fun 1 2 3 4 5
4.Because I feel good when doing this activity 1 2 3 4 5
Identified regulation
5.Because I am doing it for my own good 1 2 3 4 5
6.Because I think that this activity is good for
me
1 2 3 4 5
7.By personal decision 1 2 3 4 5
8.Because I believe that this activity is
important for me
1 2 3 4 5
External regulation
9.Because I am supposed to do it 1 2 3 4 5
10.Because it is something that I have to do 1 2 3 4 5
13. Because I don’t have any choice 1 2 3 4 5
12.Because I feel that I have to do it 1 2 3 4 5
Motivation
13.There may be good reasons to do this
activity, but personally I don't see any
1 2 3 4 5
14.I do this activity, but I am not sure if it is
worth it
1 2 3 4 5
15.I do not know; I don't see what this activity
brings me
1 2 3 4 5
16.I do this activity, but I am not sure it is a
good thing to pursue it
1 2 3 4 5
Value-added

RESEARCH PAPER 32
17.Because it helps the people in my team to
grow, improve and develop themselves
1 2 3 4 5
18.Because it helps me to supervise my team 1 2 3 4 5
19.Because it helps me to get the right people
with the right skills in the right place
1 2 3 4 5
20.Because it helps me to reach my production
goals
1 2 3 4 5
21.Because it creates a good work atmosphere 1 2 3 4 5
22.Because it helps me to treat employees in a
fair and consistent way
1 2 3 4 5
23.Because it helps me to motivate people in
my team
1 2 3 4 5
Factor 2: Capacity
Role overload
1.I have to perform HR responsibilities which I don’t
really have the time and energy for.
1 2 3 4 5
2.I need more hours in the day to perform all the HR
responsibilities which are expected of me.
1 2 3 4 5
3.I can’t ever seem to get caught up with performing my
HR responsibilities.
1 2 3 4 5
4.Sometimes I feel as if there are not enough hours in
the day.
1 2 3 4 5
5.Many times I have to cancel my commitments to my
HR responsibilities.
1 2 3 4 5
6.I find myself having to prepare priority lists to get done
all the HR responsibilities I have to do. Otherwise. I
forget because I have so much to do.
1 2 3 4 5
7.I feel I have to perform HR responsibilities hastily and
maybe less carefully in order to get everything done.
1 2 3 4 5

RESEARCH PAPER 33
Factor 3: Competences
Occupational self-efficacy
1.I can remain calm when facing difficulties in
performing my HR responsibilities because I can rely on
my abilities.
1 2 3 4 5
2.When I am confronted with a problem in performing
my HR responsibilities. I can usually find several
solutions.
1 2 3 4 5
3.Whatever comes my way in performing my HR
responsibilities. I can usually handle it.
1 2 3 4 5
4.My past experiences in my job have prepared me well
for performing my HR responsibilities.
1 2 3 4 5
5.I meet the goals I set for myself in performing my HR
responsibilities.
1 2 3 4 5
6.I feel prepared for most of the demandsfor performing
my HR responsibilities.
1 2 3 4 5
Training
7.The courses I followed were relevant for performing
my HR responsibilities.
1 2 3 4 5
8. The course offerings were sufficient for performing my
HR responsibilities.
1 2 3 4 5
Factor 4: Support
HR support services
1.When the HR department promises to do something
by a certain time, they should do so.
1 2 3 4 5
2.When I have problems, the HR department should be
sympathetic and reassuring.
1 2 3 4 5
3.The HR department should be dependable. 1 2 3 4 5
4.The HR department should provide their services at
the time it promises to do so.
1 2 3 4 5

RESEARCH PAPER 34
5.The HR department should keep their records
accurately.
1 2 3 4 5
6.The employees working in the HR department should
tell me exactly when services will be performed.
1 2 3 4 5
7.The HR managers should be expected to deliver
prompt services.
1 2 3 4 5
HR support behaviour
8.The HR managers should always be willing to help
me.
1 2 3 4 5
9.The HR managers should be never too busy to
respond to my requests promptly.
1 2 3 4 5
10.I trust the HR managers. 1 2 3 4 5
11.I feel safe in my transactions with the HR
department.
1 2 3 4 5
12.The HR managers are polite and interested in me. 1 2 3 4 5
13.The HR managers have the necessary knowledge
to answer my questions.
1 2 3 4 5
14.The HR department gives me individual attention. 1 2 3 4 5
15.The availability of the HR department is
convenient to their clients.
1 2 3 4 5
16.The employees working in the HR department
give me individual attention.
1 2 3 4 5
17.The HR department has my best interest at heart. 1 2 3 4 5
18.The HR department understands the specific
needs of the line management.
1 2 3 4 5
Factor 5: Policy & Procedures
Role conflict

RESEARCH PAPER 35
1.I have to do things that should be done differently
in performing my HR responsibilities.
1 2 3 4 5
2.I work under incompatible HR policies and HR
guidelines.
1 2 3 4 5
3.I receive an HR assignment without the manpower
to complete it.
1 2 3 4 5
4.I have to bent a rule or policy in order to carry out
my HR responsibilities.
1 2 3 4 5
5. I work with two or more groups who operate quite
differently in performing HR responsibilities.
1 2 3 4 5
6.I receive incompatible requests from two or more
people regarding my HR responsibilities.
1 2 3 4 5
7. I perform HR tasks that are accepted by one
person but not by others.
1 2 3 4 5
8. I receive an HR assignment without adequate
resources and materials to execute it.
1 2 3 4 5
9.I work on unnecessary things in performing my HR
responsibilities.
1 2 3 4 5
Role ambiguity
10.I know how much authority I have. 1 2 3 4 5
11.I have concrete. planned goals for my HR
responsibilities.
1 2 3 4 5
12.I lack HR policies and guidelines to help me. 1 2 3 4 5
13.I know that I have divided my time in performing
my HR responsibilities properly.
1 2 3 4 5
14.I know what my HR responsibilities are. 1 2 3 4 5
15.I have to feel my way in performing my HR
responsibilities.
1 2 3 4 5

RESEARCH PAPER 36
16.I know exactly what is expected of me in
performing my HR responsibilities.
1 2 3 4 5
17.I am uncertain as to how my HR responsibilities
are linked.
1 2 3 4 5
18.Explanation is clear of what has to be done in
performing my HR responsibilities.
1 2 3 4 5
19.I have to work under vague directions and orders
in performing my HR responsibilities.
1 2 3 4 5
User-friendliness of HR forms
19.The HR instruments I am provided with are clear
and understandable.
1 2 3 4 5
20.The HR instruments I am provided with are
concrete enough to use them.
1 2 3 4 5
21.I find HR instruments easy to use. 1 2 3 4 5
22. I know how to use the HR instruments I am
provided with.
1 2 3 4 5
23.The guidelines I get help me to perform my HR
responsibilities.
1 2 3 4 5