The Tensions Between Line Mangers and Human Resources Practitioners in Modern Organisations
Human Resources Management
The Tensions between Line Mangers and Human Resources Practitioners in Modern Organisations
17th January 2012
The Tensions between Line Mangers and Human Resources Practitioners in Modern Organisations
Human resources management is a business department and function that has the strategic approach to the management of the company’s employees. Armstrong (2006, p.3) defines HRM as ‘a strategic and coherent approach to the management of an organisation’s most valuable assets – the people working there who individually and collectively contribute to the achievement of it objectives.’ The HR business function provides an organisation with administrative support regarding the laws and legislation of employment. The HR function take on many roles and aid the overall management of the business, such as playing an active part in recruitment and selection, disciplinaries, absence monitoring, training and development and legislation changes to name just a few.
According to Thomson (2002, p.11) ‘since the 1980’s it has been the growth of Human Resources Management within many business industries’ it is believed that the HRM function has taken over from the personnel management functions that organisations used to manage their businesses. Personnel management is perceived to be more administrative, dealing with payroll, complying with employment law, and handling related tasks. HR is perceived to be focused on managing a workforce as one of the primary resources that contributes to the success of an organisation. HR in the modern business environment manages all the above functions and more. It is a fair assumption to make that Human resources management has now superseded personnel management.
It is apparent that in many organisations conflict can arise between HR and line managers. Line managers may often feel that HR are adding restrictions to how they manage the business and also the staff, it is believed that managers
The Tensions between Line Mangers and Human Resources Practitioners in Modern Organisations
17th January 2012
The Tensions between Line Mangers and Human Resources Practitioners in Modern Organisations
Human resources management is a business department and function that has the strategic approach to the management of the company’s employees. Armstrong (2006, p.3) defines HRM as ‘a strategic and coherent approach to the management of an organisation’s most valuable assets – the people working there who individually and collectively contribute to the achievement of it objectives.’ The HR business function provides an organisation with administrative support regarding the laws and legislation of employment. The HR function take on many roles and aid the overall management of the business, such as playing an active part in recruitment and selection, disciplinaries, absence monitoring, training and development and legislation changes to name just a few.
According to Thomson (2002, p.11) ‘since the 1980’s it has been the growth of Human Resources Management within many business industries’ it is believed that the HRM function has taken over from the personnel management functions that organisations used to manage their businesses. Personnel management is perceived to be more administrative, dealing with payroll, complying with employment law, and handling related tasks. HR is perceived to be focused on managing a workforce as one of the primary resources that contributes to the success of an organisation. HR in the modern business environment manages all the above functions and more. It is a fair assumption to make that Human resources management has now superseded personnel management.
It is apparent that in many organisations conflict can arise between HR and line managers. Line managers may often feel that HR are adding restrictions to how they manage the business and also the staff, it is believed that managers
Bibliography: Armstrong, M. (2006). Human Resources Management Practice 10th Edition. Kogan Page Limited. London. Brewster, C., Carey., Grobler, P., Holland, P. and Warnich, S. (2008). Contemporary issues in Human Resources Management Gaining a Competitive Advantage 3rd Edition. Oxford University. Cape Town. Caudron, S Mullins, L.R. (2006) Essentials of Organisational Behaviour. Prentice Hall. Essex Personnel Today Website (27th March 2001) Thomson, R. (2002). Managing People Third Edition. Elsevier Butterworth Heinemann. Oxford.