Line Managers In HR |

Line managers in HR

Line Managers in HR
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Roles and responsibilities of line managers
Line managers enhance the hiring because they understand the specific requirements of the
potential employee. However, they increase bureaucracy in the recruitment process and the
company might not meet urgent recruitment cases (Alan, 2011). The second responsibility is
coaching employees. They also motivate the workers in their respective departments. For
example, they can lead by example for the workers to emulate their behaviour. However, the
managers must be self-motivated to motivate their employees (Margaret et al, 2004). The third
responsibility is offering practical training and development programmes (Michael, 2006). The
line managers understand the specific requirements of the employees, and they can propose
training techniques that focus on developing the identified training requirements. However, it is
necessary to standardise the programmes to ensure the employees acquire standard skills to
improve their performance across the departments.
Line managers assess employee performance. They help human resource manager of Hilton to
evaluate the performance of the employees in their respective departments. The advantage is that
it contributes to useful rewards (Robert, 2000). However, some line managers might favour some
employees they prefer affecting the efficiency of the programme. Moreover, they develop
employee relations. It contributes to solving conflicts among the employees creating a favourable
work environment. However, they must consult the human resource manager before
implementing a decision (Margaret et al, 2004). They promote and demote employees in their
respective departments. It fosters employee loyalty to their leaders. However, it can encourage
favours since some managers might promote their loyal employees. Therefore, they must
perform the function in consultation with the human resource manager.
Alan, P 2011, Human resource management. London: South-western Cengage learning.
Margaret, A. Harry, B & Mary, B 2004, Human resource development: Beyond training
intentions. London: CIPD.
Michael, A 2006, A handbook of human resource management practise. London: Kogan Page.
Robert, D 2000, Human resource management. New York: Heinemann.

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