Human Resource Management Report: HRM and Line Managers' Roles

This report delves into the pivotal role of line managers within the realm of Human Resource Management (HRM). It elucidates the multifaceted responsibilities of line managers, including their crucial function in supervising employees, facilitating communication between staff and upper management, and managing staffing needs through recruitment and alternate strategies. The report highlights the significance of line managers in implementing new programs, adapting to market demands, and ensuring employee satisfaction. Furthermore, it emphasizes the importance of collaboration between line managers and HR professionals, underscoring how this synergy enhances productivity, reduces conflicts, and fosters a positive work environment. The report also presents an ideal HRM model, outlining key components such as leadership, product development, implementation, value demonstration, and adherence to policies, using Deloitte US as an example of effective model implementation.

Running Head: HUMAN RESCOURCE MANAGEMENT
HUMAN RESCOURCE MANAGEMENT
Name of the Student
Name of the University
Author’s Name

1
HUMAN RESCOURCE MANAGEMENT
1. Line managers play a very crucial role in supervising, managing and making a strong bridge of
communication between the employees and the upper management. Line managers are bestowed
with the duty of recruiting and hiring talent to fill in team position as well as lending necessary
support to the new employees (Noe, et al. 2017). A line manager is expected to be very well
versed with what is the actual staff requirement in the organization so that when required he or
she can initiate alternate staffing strategy. Alternate staffing strategy is based on hiring
individuals on a part-time basis typically under a short term contact (Li-Carrillo, 2017).
Understanding the industry needs and specifically responding to the employment structure as
well as catering to employee satisfaction play a significant role. Line managers perform the most
critical duty of ensuring that the new programs are implemented in accordance with the time
frame and in an effective manner. Regular business units require such experimentation
depending o the market demand, any crisis situation or impact of various micro and macro
environmental elements on the business operations.
2. The industry experts have often advised that the human resource managers must work together
with the line managers to do utmost justice to the organizational needs. Working together, the
line managers can ensure expert handling of human resources functions which in turn makes
room for human resources professionals to dedicate more time to planned HR management
(Foss, et al. 2015). Line managers can strategically plan how an individual employee can be
made more productive and communicating the same to the HR department so that the HRM
personals can take better initiatives in fulfilling an employee’s personal and professional needs
that would help him or her achieve better. Strategic and gainful communication between HR and
line managers often involve revising and reconsidering future business demands to govern

2
HUMAN RESCOURCE MANAGEMENT
whether to invest in the training of the current employees to further prepare them for
performance improvement and promotion or to significantly recruit candidates with higher level
knowledge and potential skills to augment the current employee knowledge base. Such
speculations are often needs to maintain a positive and successful business climate within an
organization. Interdepartmental harmony is also very crucial to ensure that there is reduced cost
per hire and lower rates of employee turnover. The most significant reason for business firms to
maintain a sound coordination between line managers and HRM department is reduced rates of
conflicts as it has been observed that when conflicts arise, line managers immediately intend to
seek the advice of HR in resolving major issues arising between employees or issues between
employees and their respective managers. This automatically helps in improving the working
environment within the organization. Moreover it has been observed that When HR and line
management work together, it becomes way more easier for HR to concentrate and investigate
workplace issues because the human resource staff may show a greater amount of confidence
that line managers document their employment actions and decisions appropriately and will
guide them the best in compliance with the company policy.
3. The best suited HRM Model is recognized as the one which intends to promote the vision of
the organization along with doing complete justice to the needs and wants of the key contributors
of the business and ensures optimum utilization of human capital. Thus such a model would
include the following aspects: a)Drive- this includes the HR leadership and workforce strategy,
b) Design- this incorporates the product development engine backed by sound research, c)
Deliver- Implementation and support service to each individual employee segment, d)
Demonstrate value- the employees must acknowledge the value of their relationship it the

3
HUMAN RESCOURCE MANAGEMENT
senior as well as subordinates , e) Discipline- This includes the legal laws and policies that must
be governed and employed by the organization (Jamali, El Dirani and Harwood, 2015).
One sound example of such a model been incorporated by an organization is Deloitte US.

4
HUMAN RESCOURCE MANAGEMENT
References
Foss, N.J., Pedersen, T., Reinholt Fosgaard, M. and Stea, D., 2015. Why complementary HRM
practices impact performance: The case of rewards, job design, and work climate in a
knowledge‐sharing context. Human Resource Management, 54(6), pp.955-976.
Jamali, D.R., El Dirani, A.M. and Harwood, I.A., 2015. Exploring human resource management
roles in corporate social responsibility: the CSR‐HRM co‐creation model. Business Ethics: A
European Review, 24(2), pp.125-143
Li-Carrillo, C., 2017. Optimal staffing recommendation for inbound operations (Doctoral
dissertation, Massachusetts Institute of Technology).
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource management:
Gaining a competitive advantage. New York, NY: McGraw-Hill Education.