THE ROLE OF HUMAN RESOURCE MANAGERS

LESSON 3

THE ROLE OF

HUMAN RESOURCE MANAGERS

CONTENTS

3.0 Aims and Objectives

3.1 Introduction

3.2 Description of Line and Staff Functions

3.2.1 Managerial Functions

3.2.2 Operative Functions

3.3 Role of HR Managers

3.3.1 Administrative Roles

3.3.2 Operational Roles

3.3.3 Strategic Roles

3.4 Let us Sum Up

3.5 Lesson End Activity

3.6 Key Words

3.7 Questions for Discussion

3.8 References

3.0 AIMS AND OBJECTIVES

After going through this lesson you will be able to:

 Understand line and staff function and

 Analyse the role of HR managers.

3.1 INTRODUCTION

For any dynamic and growth-oriented organisation to survive

in a fast-changing environment, HRD activities play a very crucial

role. Recent economic restructuring in India at the macro level

influenced the need for production restructuring at unit level and

labour restructuring as well vis-a-vis restructuring of HRD activities in

organisations. The primary goal of HR manager is to increase a

worker’s productivity and a firm’s profitability as investment in HRD

improves a worker’s skill and enhances motivation. The other goal of

HR manager is to prevent obsolescence at all levels.

3.2 DESCRIPTION OF LINE AND STAFF FUNCTIONS

In a sense, all managers are HR managers as they all get

involved in activities like selecting, training and compensating

employees. Yet most firms, now-a-days, have the HR department

headed by a person with requisite qualifications in behavioural

sciences. How do the duties of this HR manager relate to the line

managers’ HR duties would be an interesting question to answer.

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Management

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Line managers have the final responsibility for achieving the

organisation’s goals. They also have the authority to direct the work

of sub-ordinates. Staff managers usually help and advise line

managers in achieving organisational goals. HR managers are staff

experts. They assist line managers in areas like recruiting, selecting,

training and compensating. Managing people, in a broader context,

is every manager’s business and successful organisations generally

combine the experience of line managers with the experience of HR

specialists while utilising the talents of employees to their greatest

potential. HR managers have to win the hearts of employees working

alongside line mangers and deliver results in a cost-effective

manner. HR managers as indicated earlier are assuming a greater

role in top management planning and decision making–a trend that

indicates the growing realisation among executives that HRM can

make significant contributions to the success of an organisation.

The functions of human resource management may broadly

be classified into two categories, i.e., managerial functions and

operative functions.

3.2.1 Managerial Functions

The basic managerial functions comprise planning,

organising, directing and controlling.

i. Planning: This function deals with the determination of the

future course of action to achieve desired results. Planning of

personnel today prevents crises tomorrow. The personnel

manager is expected to determine the personnel programme

regarding recruitment, selection and training of employees.

ii. Organising: This function is primarily concerned with proper

grouping of personnel activities, assigning of different groups

of activities to different individuals and delegation of authority.

Creation of a proper structural framework is his primary task.

Organising, in fact, is considered to be the wool of the entire

management fabric and hence cannot afford to be ignored.

iii. Directing: This involves supervising and guiding the

personnel. To execute plans, direction is essential, for without

direction, there is no destination. Many a time, the success of

the organisation depends on the direction of things rather

than their design. Direction then consists of motivation and

leadership. The personnel manager must be an effective

leader who can create winning teams. While achieving

results, the personnel manager must, invariably, take care of

the concerns and expectations of employees at all levels.

iv. Controlling: Controlling function of personnel management

comprises measuring the employee’s performance,

correcting negative deviations and industrial assuring an

efficient accomplishment of plans. It makes individuals aware

of their performance through review reports, records and

personnel audit programmes. It ensures that the activities are

being carried out in accordance with stated plans.

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Resource Managers

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3.2.2 Operative Functions

The operative functions of PM / HRM are related to specific

activities of personnel management, viz., employment, development,

compensation and industrial relations. These functions are to be

performed in conjunction with managerial functions.

1. Procurement function: The first operative function of

personnel management is procurement. It is concerned with

procuring and employing people who possess necessary

skill, knowledge and aptitude. Under its purview, you have job

analysis, manpower planning, recruitment, selection,

placement, induction and internal mobility.

i. Job analysis: It is the process of collecting

information relating to the operations and

responsibilities pertaining to a specific job.

ii. Human resources planning: It is a process of

determining and assuring that the organisation will

have an adequate number of qualified persons,

available at proper times, performing jobs which

would meet their needs and provide satisfaction for

the individuals involved.

iii. Recruitment: It is the process of searching for

prospective employees and stimulating them to apply

for jobs in the organisation.

iv. Selection: It is the process of ascertaining

qualifications, experience, skill and knowledge of an

applicant with a view to appraising his / her suitability

to the job in question.

v. Placement: It is the process that ensures a 360º fit,

matching the employee’s qualifications, experience,

skills and interest with the job on offer. It is the

personnel manager’s responsibility to position the

right candidate at the right level.

vi. Induction and orientation: Induction and orientation

are techniques by which a new employee is

rehabilitated in his new surroundings and introduced

to the practices, policies, and people. He must be

acquainted with the principles which define and drive

the organisation, its mission statement and values

which form its backbone.

vii. Internal mobility: The movement of employes from

one job to another through transfers and promotions

is called internal mobility. Some employees leave an

organisation due to various reasons leading to

resignation, retirement and even termination. These

movements are known as external mobility. In the

best interest of an organisation and its employees,

such job changes should be guided by well-conceived

principles and policies.

Human Resource

Management

2. Development: It is the process of improving, moulding,

changing and developing the skills, knowledge, creative

ability, aptitude, attitude, values and commitment based on

present and future requirements both at the individual’s and

organisation’s level. This function includes:

i. Training: Training is a continuous process by which

employees learn skills, knowledge, abilities and

attitudes to further organisational and personnel

goals.

ii. Executive development: It is a systematic process of

developing managerial skills and capabilities through

appropriate programmes.

iii. Career planning and development: It is the planning

of one’s career and implementation of career plans by

means of education, training, job search and

acquisition of work experiences. It includes

succession planing which implies identifying

developing and tracking key individuals for executive

positions

iv. Human resource development: HRD aims at

developing the total organisation. It creates a climate

that enables every employee to develop and use his

capabilities in order to further both individual and