Are all managers Human Resource managers

Are alone(prenominal) managers adult malee Resource managers executive director SummaryThe writing discusses the various aspects in relation to the question comprise for the assignment All managers be HR managers, agree or take issue? The report is placed in relation to the questions raised for and against the topic, and my thoughts on the question. The report is structured in the form of my quest to answer the questions raised with construe to the topic.The fundamental theories concerning the topic provide some light for the discussion, followed by tryout of the current edits in brasss. The opposite aspects discussed in the newspaper relate to the managers carrying out of HR practices and its relation on employee performance, and thereby the productivity of the organisation. The effect of lamentable applianceation of the HR practices are highlighted to comprehend all the facets of the discussion.The conclusions are base on the aspects from the points of discussio n and its relation to the effectiveness of HR implementation by managers.The references which were vital to the development of the paper are acceptd in disposition to substantiate research d one and only(a) related to the topic.IntroductionAre all managers HR managers Agree or disagree?As I train the question for the assignment, I had mixed answers running in my head. Understanding military violence resources in the literal sense would refer to employees of the organisation, and there would be a person responsible for any particular section of employees, known as the manager. In this view, managers related directly with the employees, and so they needed to be HR managers. However, the Human Resources Department wherever I worked always seemed to be picky as they smoket with all levels of the organisation, be it employees, managers, stakeholders or g everywherenment, and their paperwork (or instead e-work) seemed unending.If all managers were HR managers, why would there be a necessity of a HR department? Would it mean that all functions done by the Human Resources personnel were done by the managers themselves? Would that be feasible? Would that not restrict the day-by-day operations carried out by the manager?If all managers were not HR managers, would all issues relating to the employees be raised to the HR department? Since managers, in near cases, have a direct kindred with their employees, would they not have to deal with all concerns related to their human resources i.e. employees? What would organisations that do not have an complicate HR department do?With relation to agreeing or disagreeing with the question for the assignment, the legion(predicate) questions for and against it, left me confused. So it was necessary to understand the fundamentals of the keywords managers and HR, given by various scholars in order to take a stand for the topic. fundamental ViewsManagement ManagersManagement, according to Henri Fayol (1949) consists of s even functions much(prenominal) as planning, organising, leading, co-ordinating, controlling, staffing and motivating at bottom an organisation in order to accomplish the established goals of the organisation.Figure 1 Manager Roles (Mintzberg 1975)From among these, the four main managerial functions are described as planning, organising, leading and controlling. (Simmering 2010)Figure 2 Functions of Managers (Overton 2007)A manager is an mortal with pro forma authority to make decisions and carry out the four managerial functions in order to achieve the organisational goals and objectives. Within most organisations, there are ternion levels of care namely top level, middle level and first/ dec stress level managers (Management Study Guide 2009). At each worry level, managers postulate certain skills necessary for successful management. Robert Katz identified three skills namely technical, abstract and human skills that vary as per the management level. (Katz 1974) Concept ual skills refer to the cooking of ideas. Technical skills involve the technique knowledge and proficiency. Human skills refer to the magnate to interact and communicate with populate effectively. (Pride, Hughes and Kapoor 2008)Figure 3 Management Skills (Overton 2007)interestingly from the figure above, although technical and conceptual skills vary greatly, human skills remain rather consistent throughout the various levels. Considering that human resources would relate only to the manager-employee larboard, it could be then inferred that all managers are HR managers. However, apprehension HR functions would be necessary to make the conclusion to the question.Human Resource Definition FunctionsHuman Resource (HR) refers to consideration of employee as the most valuable assets or resources of the organisation. The constitutive(a) abilities, acquired knowledge and skills represented by the aptitudes and talents of the people employed in the organisation could be referred to as the human resources of the organisation. (Aswathappa 2008) The strategic and coherent approach to the management of these assets in order to achieve one-on-one behaviour and performance that would arouse the organisations effectiveness is termed as Human Resource Management (HRM).(Oxford University Press, Ed. Jonathan Law. 2009 )The functions of HRM are slackly classified into two categories namely managerial and operative functions. Managerial functions include planning, directing, organising and controlling while operative functions are related to recruitment, compensation, employee relations and development. (Hales 2005)The bulky stage setting and functions of HR brought doubts about it be incorporated with the operational activities of managers specially stemma managers. For the purpose of this paper, general managers and deputy managers have been defined as strategic level managers whilst first- gentle wind level managers encompass supervisors and departmental heads .Figure 4 HR FunctionsCurrent trendsContrary to the traditional views of management, current trends indicate degeneration of the HR into line management. (Gratton, et al. 1999) Restructuring the organisational hierarchy to court systems at bottom the organisation has arguably contributed to the convergence of HRM and managerial practices. (Whittaker and Marchington 2003)With the global economic crisis, downsizing has become the trend or the need of times, where even HR departments were dissolved as a whole this would substantiate Whittakers and Marchingtons (2003) finding that HR took second place in comparison to other business sectors of sales and marketing and finance.The introduction of flatter organisations resulting from heavy think over-losses could be traced back to the early 80s of Hewlett-Packard. There was an intensification of managerial responsibilities and predominantly people management claimed most of the efforts of the managers. (McGovern, et al. 1997) In the current scenario, the increasing de-layered organisations (Torrington, hallway and Taylor 2004) would overly emphasize the necessity of all managers to integrate the HR functions of recruitment, training, monitor performance and provide appropriate appraisals. (Marcic and Daft 2008)Line managers and Direct interfaceTheoretically, managers may not be able to incorporate all the functions of HR but line managers have always been the direct control over the human resources under their responsibility. The flatter organisations have not diminished the human skills required as seen in Figure 3, but on the opposition are a necessity to engage in good people practices, which is as authoritative as implementing personnel policies. (Lowe J 1992) The direct relationship of the line managers with the employees favour the implementation of the HR practices by the managers themselves rather than other personnel. (Sisson and Storey 2000)Research conducted by Bath University for CIPD (2009) foun d that line managers vie a pivotal portion in implementing HR practices and policies. People management practices such as induction, training, performance appraisal, employee communication work-life balance and employee recognition were exercised signifi weedtly by the line managers. As discussed in the research, the people management processes can be designed by the HR personnel, but would be enforced most effectively by the managers. (Hutchinson and Purcell 2003) In order to assess the agile effectiveness of the HRM, scholars such as Dyer and Reeves (1995) and Becker et al. (1997) suggested monitoring of employee performance which would be the doer affected directly.Performance and HRIn an ultra-competitive marketplace, it would be necessary to defend a productive and competitive workforce to achieve organisational success. Successful organisations are reliant on managers competence to attain and maintain high levels of individual job performance. (Hosie 2009) Employee perf ormance is maximized through pauperization which would be associated with the manager. According to Dyer and Reeves (1995) compressed selection mechanisms and ample training opportunities along with incentives such as equal pressure to perform, monetary and non-monetary rewards increase employee motivation.Commitment is another factor that would salary increase employee performance. Organisational commitment is highly dependant on employee assessment of the level of financial support from the management. (Sharkie 2009) Managers in IBM are expected to be responsible to the development and felicity of employees. Surveys, career planning, performance appraisal and compensation utilized by line managers encourage employee commitment to the organisation. (Marcic and Daft 2008)Effective implementation of HR practices in organisations such as in IBM, would lead to greater employee motivation. As discussed by Gillespie and Mann (2004), that the trust subordinates place in the leader is directly proportional to motivation that would lead to better employee performance.Consequences of ineffective application of HRIn the decentralization of HR processes, line managers are often tasked with responsibilities of setting the agenda, dealing with body of work issues and providing direction to employees. As discussed by McGuire, et al. (2006), a conflict between the organisational and individual values of the manager, could lead to a trust deficit between the employees and the manager. (Renwick 2003) change magnitude workplace happiness would lead to diminished employee performance, which would address the organisation firmly in both productivity as well as having to redress higher compensation and insurance claims for the health conditions of employees. (Lyubomirsky, King and Diener 2005) (Hosie 2009)The negative effects of poorly applied HRM practices accentuate the requirement for greater knowledge in HR practices for all managers. It would be possible to desig n programmes for managers that would enhance the understanding of HR, such as Esprit employed within Hilton (UK) Hotels. However, the two main barriers line managers faced while incorporating their HR role were heavy workloads and short-term job pressures. (Watson, Maxwell and Farquharson 2007) These add to the findings of Renwick (2003) relating to the constraints for managers in effective management of HR such as lack of time, lack of ability or knowledge in HR practices, and distractions from general managerial operations.Other than improper implementation of HRM practices and its complications within the organisation, Earnshaw et al. (2000) found that without HR expertise even large organisations could face intelligent challenges. This would emphasize the necessity of efficient HR systems and constant guidance by HR specialists.Considering the various factors, as suggested by Jackson and Schuler (2000) a confederation approach through a triad approach of HR specialists, manage rs and employees would brook effective integration of HR activities into the work of line managers. However, if line managers and HR are to work in partnership to improve organisational performance, a token(prenominal) number of experienced HR specialists would be required. (Ulrich 1998)ConclusionThe discussions throughout the paper have led to a few conclusions. The functions of HR and managers are not entirely different from each other, but noted by Aswathappa (2008), HR is a managerial function with assists managers with hiring, motivating and maintaining employees within the organisation. Line managers implement most of these HR roles as they are in direct hit with the human resources of the organisation. Effective HR implementation would lead to greater employee motivation and thereby productivity. However, lack of understanding and poor execution of HR practices could cost organisations heavily ranging from employee productivity to legal action.According to Dave Ulrich (199 6), HRM encompasses the roles of being an employee champion, administrative agent, a strategic business partner and assisting in change management. HR departments in most organisations are concerned with the former two roles, and in which case, one could conclude that all managers are HR managers. However considering the complete scope and roles of HR, it would not be apt to agree that all managers are HR managers.It could be then, concluded that all managers exercise HR functions irrespective of their department and level considering the high level of human relations. It would be extremely important that they have adequate knowledge in handling HR in order to become effective managers and achieve maximum productivity, which is essential for all organisations across varying industries. HR professionals would have to assist and guide line managers consistently in achieving the strategic goals of the organisation. Effective coaching to line managers on HR practices and policies would allow HR professionals to take on the vital roles of being a strategic business partner and play an effective role in change management. (Gaskell 2007)