The Role of Line Manager in Experiential Learning

Only available on StudyMode
  • Topic: Management, Knowledge management, Human resource management
  • Pages : 10 (2981 words )
  • Download(s) : 269
  • Published : May 7, 2013
Open Document
Text Preview
INSTITUTE OF BUSINESS AND TECHNOLOGY (IBT);

November 22, 2012
OURSE CODE: MGT n only be possible when line managers break their own designed status quo.

THE ROLE OF LINE MANAGERS IN EXPERIENTIAL LEARNING:
ESSAY:

ESSAY

THE ROLE OF LINE MANAGERS IN
EXPERIENTIAL LEARNING:

SUBMITTED TO,

Dr. FAROOQ-E-AZAM CHEEMA

SUBMITTED BY,

SYED MUHAMMAD RIAZ-UL-HAQUE ( BMS/ 613 )

COURSE: STRATEGIC HUMAN RESOURCE DEVELOPMENT (SHRD)
DATE: 20-11-2012

THE ROLE OF LINE MANAGERS IN
EXPERIENTIAL LEARNING:

Continuous changing in corporate context enhances vast competition among corporate sectors which obliges to realize the importance of activities apart from routine works, have become significant preference in progressing performance of workforce or employees in an organisation. The revolutionary focus of human resources development professionals are towards the management of knowledge whether it is tacit knowledge or explicit knowledge and experiential learning and utilization of opportunities and comprehensiveness provided by workplace affordance. Therefore, the role of line managers is much more specified in term of learning and development (L & D) and as facilitators to create productive socialization in favor of the organisation so that the demand of the employers regarding stable set of appropriate skills among their employees, particularly adaptability flexibility and transferability and the greater capacity to learn in the changing environment become possible comprehensively. Since the line managers are already so busy in their regular responsibility, and make them involved in learning and development to flourish employees’ skills are not simple for human resource management (HRM). There has been immense speculation about the advisability of devolving human resource management (HRM) issues to line managers (Hall and Torrington, 1998; Ulrich, 1998; Gratton et el. , 1999). High unemployment and poor press reviews have forced HR managers to seek new, strategic innovations in an attempt to maintain competitive advantage (IRS, 1995; Gennard and Kelly, 1997; Renwick, 2000). One such innovation is “personnel’s metamorphosis to HRM” (Cunningham and Hyman, 1999, p. 10), as an attempt for the function to re-emerge after “sinking into irrelevance” (Keenoy, 1990, p. 3). A clear view emerged that HR and the line needed to work in partnership and that the HR function was crucial as a means of support and advice to supplement their own actions. Moreover, as Earnshaw et al. (2000) found with small firms, there was an explicit recognition that even large companies could face legal challenges without specific HR expertise, particularly in grievance and disciplinary cases. In the other hand, the line managers are in frontline in delivering and promoting required and future skills to employees with aiming improvement in employees’ performance that is the cause of the achievement of organizational goal. The involvement of Line manager in learning and development (L&D) at work is an aspect of the wider changing relations between line manager and human resource management. L&D system and roles have been adopted or changed to include greater line management involvement in learning and development (L&D) at work. Like, devolution of training responsibilities such as induction (IRS, 1996), the growth of performance management and developmental appraisal systems ( Redman and Snape, 1992), the use of cellular working and team leader-based forms of working (Katzenbach and Smith, 1993), the growth of formal mentoring systems (Gibb, 1999), workplace-based assessment and verification of competence (Beaumont, 1996; Whitear, 1993), the development of “corporate universities” (Stumpf, 1998), re-conceptualisations of senior management strategic roles in terms of leadership in learning organisations (Senge, 1992), and knowledge management (Davenport and Prusak, 1998; Newell et al. 2002). The...
tracking img