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Essay / Research Paper Abstract
This 10 page paper considers the way in which the role of line managers has change as HRM functions have become more complex and are utilized in a strategic manner, increasing the duties and responsibilities of line manger into new areas so that they pay a strategic as well as functional role in a firm. The bibliography cites 11 sources.
Page Count:
10 pages (~225 words per page)
File: TS14_TElinman.rtf
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Unformatted sample text from the term paper:
a great deal of consideration regarding the best way to leverage the human inputs, or human resources. Therefore, human resource management is a key influence on firm performance. It is
not surprising that where firms are activity utilising strong HRM polices there is a stringer performance than in firms where there is a weak HRM approach. For example, in the
WorkUSA 2008/2009 survey carried out by Watson Wyatt it was found that firms which had strategies that would create highly engaged employees would have, on average, revenues per employee 26%
higher than at firms which did not have highly engaged employees (Trahant, 2009). The role of HRM appears to be highly correlated with firm performance levels.
Therefore, HRM has been subject to much study and it may be argued that HRM is too important to be left to only a few specialists, it is something
that all management should be involved in, with a specific importance for line managers who are closest to the shop floor. The
management of human inputs, or human resources, (HRM management) has changed over the last century, during which time there has been a shift in the way line management is viewed
and utilized in terms of their management duties and responsibilities that reflects this importance. HRM has developed from a merely reactive department (Meyer, 19861), to one that can be
more proactive in strategic development of a firm. There has also been an enhancement of the image of HRM professionals and the development of a numerous HRM models and theories
that can be applied to the practice of HR management. With increasing knowledge of human issues and the underpinning theory it may be argued that the practice of HRM is
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