HRM

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HR and Line Mgmt

The role of HRM has been rapidly evolving over the last decade from a bureaucratic enforcer of policies to that of a strategic business partner with line managers. Accordingly, to be successful in today's organizations, HRM must forge relationships with line managers and win their support. Why should line managers resist letting HRM members become a part of the "line team"? How would you organize the company and HRM function to ensure a maximum relationship? For example, would you decentralize HRM and have HRM managers reporting to line managers with a dotted line to the VP, HRM or centralize HRM as a staff function reporting to the VP, HRM with assigned responsibilities to the line manager? What are the pros and cons of each type of organizational structure?

If we look at the present situation the commercialization of service within an organization has helped to improve the customer service and at the same time has improved the employee performance. Improving the customer service and the employee performance has been mainly improved by a radical consideration of role of line managers and human resource managers within any organization. It has been seen that with the development of the responsibilities related to the human resource manager to the line managers has helped the organization to built a closer relationship between the line managers and the employees and in turn it has improved the performance with speeder decision makings and at the same time more effective resolution at the work place problems.

It has been found out that a partnership model involving HR specialist and line managers are becoming increasingly common within an organization. HR doesn't seem to be able to position itself as a business partner the HR function of more organization has many of characteristics of business. Eventually all task are executed by the people and if employee doesn't understand ...