ALIGNMENT OF HUMAN RESOURCE AND LINE MANAGER IN FOSTERING ORGANISATIONAL EFFECTIVENESS

The need for aligning business strategies to achieve organisational effectiveness has led to the involvement of line managers in performing some Human Resource (HR) functions. Traditional HR approaches are no longer adequate in dealing with the complexities associated with operational and people management activities in achieving organisational goals. HR function is constantly perceived as a major role in the implementation of strategic responses to growing competitive pressure as organisations are forced to respond to the dynamic business environment (McGuire et al, 2008). Such strategic responses involve the reconsideration of the role of line managers in delivering HR functions.
This essay seeks to evaluate the role of HR functions and its interaction with line managers, using relevant business examples. Firstly, it will analyse the reallocation of tasks by HR to line managers, and then evaluate the role of the HR function using an appropriate model.
The shift towards involving line managers in executing certain HR tasks, while HR specialists can work in ensuring closer alignment with organisational processes is referred to as devolution (Gilbert et al, 2011). This shift is considered important as line managers play a central role in realising core business objectives, which has an impact on their direct reports in areas of motivation, commitment and discretionary behaviour,