Description
It's clear that line managers play a crucial and increasing part in the delivery of effective people management. But what does their role involve, and how do line managers perceive it? What skills and competencies do they need and how are these developed and measured? What barriers are there to effective delivery? And how can HR provide support?
This report, based on research carried out by the University of Bath on behalf of the CIPD, explores issues surrounding the role of line managers in two critical areas of people management: reward and learning and development, and the relationship between HR and the line. Research was undertaken in six large public and private sector organisations, and included the use of focus groups and interviews with line managers and senior HR professionals.
The report addresses issues such as:
- The importance of contextual influences of ownership, the external labour market, and the types and groups of staff employed
- Lack of line manager control over reward processes and outcomes
- Training line managers for their learning and developing responsibilities
- Competing priorities and motivation
- The role of performance management systems
- Involving line managers in HR strategy.
Benefits for you:
- Insights into the perceptions of HR and of line managers
- Evidence of the experience of a variety of organisations
- Recommendations for HR on the way forward for managing the changing and problematical relationship between HR and the line.
Contents
Case study organisations:
Halcrow
John Lewis Partnership
McGraw-Hill
Ministry of Defence
Wiltshire County Council
Wincanton
Authors
Sue Hutchinson
John Purcell
Reviews
'HR people must work, with, for and, most importantly, through line managers to make change happen. This report gives some very interesting insights as to how this can happen and how critical it is for HR people to give due emphasis to the role of the line manager to make any initiative work.'
Michael Rose
Director of Reward & HR Policy
Aon Limited