This paper provides an overview of the job scope of both the line managers and human resource managers in contemporary organisations. It also evaluates how the roles of each contribute to the overall organisational effectiveness. In addition, this paper highlights the significance of the role of human resource managers in light of the transformations in their function to be able to address the composite needs of modern companies.
Aside from ensuring that their respective departments have attained their operational goals, line managers, nowadays are deemed to play a critical part in talent management (Pringle 2004). As line managers directly deal with the employees, they are tasked not only with managing the business but the people, who are assets as well. In this regard, the human resource functional responsibilities in contemporary organisations are returned to the natural owners, the line managers, who are held accountable for their contribution to the improvement of employee performance. (Donaldson 2004)
As the prevailing trend involves the primary aim of bringing staff and management closer to foster better organisational communication and goal congruence, line managers are gradually empowered to take on functions previously under the job scope of human resource managers (Mak 2...
For instance, according to studies regarding human resource functions in various organisations, it is observed that some companies have shifted traditional human resource functions such as job interviews, performance evaluation, training and program development (Lancourt & Savage 1995). In terms of recruiting, line managers are given the final say and responsibility in selecting staff. In some organisations, they are also tasked to assess the potential employees' attitude and skills to ensure that these are in line with their organisational culture. As such, they are able to shape their own team by hiring and retaining staff whom they believe would complement their group. (Mak 2005)
Moreover, line managers are held accountable for coaching, guiding and developing their own staff (Mak 2005). These functions are vital for organisational effectiveness because they bridge the gap between the goals of the organisation as promoted by the officers and individual career aspirations of the staff (Pringle 2004).
As the responsibility of people management is already delegated to line managers (Donaldson 2004), it is then imperative for them find ways and means to motivate their staff and highlight their strengths by developing their potentials.
Undertaking appropriate methods of employee motivation would ensure the optimal performance of the staff. Such has a direct bearing on the productivity and therefore on organisational efficiency. By keeping employees motivated, they are able to deliver high quality performance and meet or even surpass operational targets. As a result, their respective organisations substantially benefit from the maximisation of labor productivity.
However, as line