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Essay / Research Paper Abstract
This 3 page paper looks at the role of line managers and considers whether or not they are able to take on the roles performed by HRM managers in order to ensure staff are motivated and productive. The bibliography cites 7 sources.
Page Count:
3 pages (~225 words per page)
File: TS14_TElineHRM.rtf
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Unformatted sample text from the term paper:
human resource managers. A human resource manager will usually have many responsibilities, not only with the recruitment and administration of staff, but with their motivation and the management of performance.
It may be argued that were good line managers exist the need for HRM manager diminishes, and if the standard of management remains high through the system of management HRM
mangers are surplus to requirements. This may be argued as a string theoretical case, but is it viable to assume that line managers can undertake HR functions within the workplace?
The traditional duties of line managers are traditionally roles of control and/or supervision only, making sure that operations take place in the
manner required; this may include direct supervision of employees duties and performance, monitoring quality, organizing workers as well as some coaching and training. In the days of scientific management the
line manager was in place to ensure production continued and the level and style supervision duties reflected the low trust environment (Armstrong, 2006). The role of line managers has
changed as the models utilized to manage and motive employees had evolved. Models that are being used today, such as team working and concepts of employee empowerment have necessitated the
expansion of the line mangers role and responsibilities (Trahant, 2009). Areas of responsibility for line managers can include, but are not necessarily limited to, training, including on-the-job training, discipline,
performance assessment and appraisals, structuring the workplace experience which can include scheduling as well as general organisation, motivating employees as well as potential influence and input into rewards management systems
(Caldwell, 2003). There is evidence that there is an increasing level of reliance placed on line managers for many of these tasks. In
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