LINEMGRSTUDY_HRM
Line manager and HR responsibilities
Study (2005) conducted by Carol Kulik and Hugh Bainbridge, Department of Management,
University of Melbourne
Sponsored jointly by AHRI and CCH Australia
Summarised by Glenn Martin
• In your organisation, who is primarily responsible for each of these activities?
Responses included line managers, HR managers, or outsourced consultants.
• In your organisation, who should be primarily responsible for each of these activities?
Again, responses included line managers, HR managers or outsourced consultants.
• How effectively is each of these activities performed in your organisation? Responses were collected on a 5−point scale, where 1 = very ineffective; 5 = very effective.
Change in People Management Activities. The survey also asked respondents whether line management involvement in people management activities had changed over the last five years.
In most organisations, HR is primarily responsible for activities that involve governance or regulatory issues (eg industrial relations, workers compensation) and activities that involve monitoring the internal and external workforce (eg human resource planning, diversity management). In most organisations, the line is primarily responsible for day−to−day people management activities such as employee disciplinary action, coaching, performance management, and promotion decisions. Very few of the activities were outsourced to external consultants.
Respondents’ effectiveness ratings for each people management activity
Five people management activities in particular are seen as being performed effectively: occupational health and safety (M = 3.96) workers compensation (M = 3.93) recruitment and selection (M = 3.86) industrial relations (M = 3.82) remuneration and benefits (M = 3.70).
Of these, three (industrial relations, workers compensation, and remuneration and benefits) are clearly HR’s domain, with more than 70% of respondents reporting that HR
was
Study (2005) conducted by Carol Kulik and Hugh Bainbridge, Department of Management,
University of Melbourne
Sponsored jointly by AHRI and CCH Australia
Summarised by Glenn Martin
• In your organisation, who is primarily responsible for each of these activities?
Responses included line managers, HR managers, or outsourced consultants.
• In your organisation, who should be primarily responsible for each of these activities?
Again, responses included line managers, HR managers or outsourced consultants.
• How effectively is each of these activities performed in your organisation? Responses were collected on a 5−point scale, where 1 = very ineffective; 5 = very effective.
Change in People Management Activities. The survey also asked respondents whether line management involvement in people management activities had changed over the last five years.
In most organisations, HR is primarily responsible for activities that involve governance or regulatory issues (eg industrial relations, workers compensation) and activities that involve monitoring the internal and external workforce (eg human resource planning, diversity management). In most organisations, the line is primarily responsible for day−to−day people management activities such as employee disciplinary action, coaching, performance management, and promotion decisions. Very few of the activities were outsourced to external consultants.
Respondents’ effectiveness ratings for each people management activity
Five people management activities in particular are seen as being performed effectively: occupational health and safety (M = 3.96) workers compensation (M = 3.93) recruitment and selection (M = 3.86) industrial relations (M = 3.82) remuneration and benefits (M = 3.70).
Of these, three (industrial relations, workers compensation, and remuneration and benefits) are clearly HR’s domain, with more than 70% of respondents reporting that HR
was