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Essay / Research Paper Abstract
Front line managers are taking on increasing levels of activities that for once performed by the human resource departments of companies. This 16 page paper looks at what type of activities nine managers are taking on, why there is a shift of HR activities to nine managers, and how companies can be sure that the line managers a suitably qualified to undertake these tasks. The paper reference to specific companies to illustrate the points raised. The bibliography cites 8 sources.
Page Count:
16 pages (~225 words per page)
File: TS14_TEHRMline.rtf
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Unformatted sample text from the term paper:
Line Managers 5 3.3 HRM Duties of Line Managers 5 3.3.1 Motivation 6 3.3.2 Structuring the Workplace Experience 9 3.3.3 Rewards Management - Financial Rewards and Merit Payments 9 3.3.4 Performance Appraisal/Assessment 13 3.3.5 Reward Management - Non Financial Rewards 14
3.3.6 Training 17 4. Problems with Line Managers taking on HRM Activities 18 4.1 Support for Line Managers 18 5. Conclusion 20 References 21 1. Introduction It is only a few
decades ago that human resource management and personnel management were interpreted to mean the same thing; hiring, firing and general record-keeping, as well as organizing training events. The role of
personnel management is generally deemed to be a subsidiary function to the role of management. However, there have been some significant changes in the role of the human resource (HR)
department and human resource management (HRM). When a change occurs in terms of roles and responsibilities in one department there will be a knock on effect in other departments, especially
where some functions are transferred, this is supported by research by Caldwell (2002) which looks at the changing role of the HR professional and notes that shift to a more
strategic role. This paper looks at what tasks have been transferred to line managers how and why they are transferred and what support is and should be provided to help
line managers perform these new functions. It may be argued that a shift started to occur during the 1980s, when the term
human resource management came to the fore and it was necessary to transfer some of the activities, the activities represent those which are most suitable to be moved down the
hierarchy, the point at which line managers started to take on more HR< activities, a pattern which has carried on. 2. The Shift of Human Resource Management to Line
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