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Lesson: 3

All managers are HR managers: An open discussion

Contents:
Line versus Staff functions,
Coordinative responsibilities of line and staff managers

This is a tutorial lesson. Using a seminar-discussion format, we will explore current

readings and other sources of information about the changing nature of Human Resource
Management (HRM) and, more broadly, the world of work in general. I’ve provided a
tentative list of topics below, but I would like our explorations to be somewhat flexible so
that we can consider new issues as they arise. Additionally, you may have some issues
that you would like to explore in further depth and I would like to maintain some
flexibility in the course to allow us to explore issues in which you are interested.

Here only a few articles from various publications are given below as an example. You
can refer to business newspapers and periodicals for this lesson.

Tentative Topics

• The transition from personnel to human resource to people management

• HRM line versus staff functions
• Importance of Human Resource Management to Firms
• Role of HRM in the Firm
• Moving toward a Contingent Workforce and
• Others, like Information about Major HRM Activities
Recruiting and Selecting
Training and Development
Compensation System
Rewards and Incentives
HR Planning (e.g., forecasting needs and expected supply)
Career systems (career planning, succession planning, fast track
programs etc.)
Performance management systems
Other as relevant
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HR functions: Line versus staff authority

“All managers are, in a sense, HR managers, since they all get involved in
activities like recruiting, interviewing, selecting, and training.”
-Gary Dessler

Yet most firms also have a human resource department with its own human resource
manager. How do the duties of this HR manager and his or her staff relate to "line"
managers' human resource duties?

Before going over to answer this question we should know that HR managers are in most
of the cases even now in this modern world generally staff managers. They are
responsible for advising line managers (like those for production and sales) in areas like
recruiting, hiring, and compensation.

one major company outlined its line supervisors' responsibilities for effective human
resource management under the following general headings:
1. Placing the right person on the right job
2. Starting new employees in the organization (orientation)
3. Training employees for jobs that are new to them
4. Improving the job performance of each person
5. Gaining creative cooperation and developing smooth working relationships 6.
Interpreting the company's policies and procedures
7. Controlling labor costs
8. Developing the abilities of each person
9. Creating and maintaining departmental morale
10. Protecting employees' health and physical condition

In small organizations, line managers may carry out all these personnel duties
unassisted. But as the organization grows, they need the assistance, specialized
knowledge, and advice of a separate human resource staff.

The human resource department provides this specialized assistance. Thus an HR manager
will perform three distinct functions:

1. A line function. An HR manager possesses a line authority over his own

department to accomplish the task and roles assigned to each employees of the
department. And since the majority of the decision is trickled down from the
corporate level, he actually exudes such power. His suggestions also are taken as
orders.
2. A coordinative function. An HR manager is also a coordinator of all the decision,
activities in the personnel area. This is referred to as functional control.
Whatever policies, procedures and objectives are set for the HR manager
implements employees in the organisation.
3. Staff functions. This is basically an advisory role played by the manager
whereby he only assists line managers, but that doe not mean his advice shall be
taken finally. It all depends on the discretion of the line manager. Such a
function involves assisting on areas such as, training, evaluating, rewarding,
counseling, promoting, and firing of employees, etc.) many a times HR
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managers also update the line managers as well as top management regarding the
current trends and new methods of solving problems .

Thus we can conclude that there are certain areas, which are solely left on the
Managers prerogative. While there are many areas where a kind of cooperative
responsibility by both the HR manager and the line manager is required. Please refer
to the table for the differentiation between each responsibility
Figure: Selected activities illustrating division of HR responsibility between line and
staff.

DEPARTMENT
SUPERVISORS, (LINE)
ACTIVITIES
I Assist job analyst by listing
Recruitment specific duties and
and selection responsibilities of the job in
question explain to HR future
staffing needs and sorts of
people needed to be hired.
Descry” human requirements”
of job so HR can develop
selection tests. Interview
candidates and make final
selection decision.
PERSONNEL
SPECIALISTS,( STAFF)
ACTIVITIES
Write job description and job
specification based on input
fro department supervisor
Develop personnel plans
showing promo table
employees.
Resources of qualified
applications and engage in
recruiting activities aimed at
developing a pool of qualified
applicants.
Conduct initial serving
interviews and refer feasible
candidates to department
supervisor.

II Orient employees regarding the Prepare training materials and

Training and company and job and instruct
development and train new employees.
Evaluate and recommend
managers developmental
activities.
Provide the leadership and
empowerment that builds
effective work teams.
Use the firm’s appraisal forms
to appraise employee
performance.
Assess subordinates’ career
progress and advise them
regarding career option.
III
Compensation
orientation documents and
outlines.
Advise CEO regarding
development plan for
managers based on CEO’s
stated vision of firm’s future
needs.
Serve as resource for
providing information
regarding how to institute and
operate quality improvement
programs and team building
efforts.
Develop performance
appraisal tools and maintain
records of appraisals.
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Conduct job evaluation

Assist HR by providing
information regarding the
nature and relative worth of
each job to serve as the basic
for compensation decisions.
Don the nature and amounts of
incentives to be paid to
subordinates.
Decide on the package of
benefits and services the firm
is to pay.
procedures aimed at
determining relative worth of
each job in the firm. Conduct
salary surveys to determine
how other firms are paying
the same or similar positions.
Serve as a resource in
advising line management
regarding financial incentives
and pay plan alternatives.

Develop. In consolation
with line management the
firm’s benefits and
services packages
including health care
options and pensions.

IV Establish the day to Diagnose underlying

Labor day climate of mutual causes o f labor
Relations respect and trust discontent with an eye
needed to maintain toward anticipating
healthy labor with the sorts of moral
management relations. and lead to unionization
Consistently apply the efforts.
terms of the labor Train line managers
agreement. regarding the
Ensure that the firm’s interpretation of
grievance process is contract terms and the
functioning in a legal pitfalls to be
manner consistent with avoided during the
the labor agreement union organizing effort
and make final Advise managers
decisions on regarding how to
grievances after handle grievances and
investigating same, assist all parties in
Work with HR in reaching agree
negotiating the regarding grievances.
collective bargaining
agreement.
V Keep the lines of Advise line
Employee communication open management regarding
Security and safety between employees the communication
and managers so techniques that can be
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employees are kept used to encourage

abreast of important upward and downward
company matters and communication.
have a variety of Develop a unfair
vehicles they can use treatment process and
to express concerns train line managers in
and use to express its use.
concerns and gripes. Analyze jobs to develop
Sure employees are safe practice rules and
guaranteed fair advise on design of
treatment as it relates safety apparatus such as
to discipline, machinery guards.
dismissals and job Promptly invest
security. accidents analyze
Continually dire causes, make
employees in the recommendations for
consistent application accident presentation
of safe work habits. and submit necessary
Prepare accident forms to occupational
reports promptly and safety and health
accurately. administration.
Source:Adapted from Human Resource Management(7th ed.) by Gary Dessler, Prentice Hall India, 1997

In summary, as Dessler remarks, “HR management is an integral part of every manager’s

job. Whether you’re a first line supervisor, manager, or president, whether you’re a
production manager sales manager, office manager, hospital administrator, or HR
manager, getting results through people is the name of the game.”
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THE PARTNERSHIP
The Line Manager-

¾Determining work and job design

¾Decision-making on people to be hired
¾Coaching and developing employees
¾Promoting health and safety programs
¾Reviewing performance
¾Disciplining
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THE PARTNERSHIP
The HR Professional-
• Aligning HR strategies with business
strategies
• Delivering services
• Recruitment and Selection
• Training
• Performance management
• Strengthening employee contributions
• Managing change