User:Mfqadeer2010/sandbox

HR-Line Relationship Smooth working relationship between HR professionals and line managers is vital for an efficient and effective Human Resource Management (HRM) in an organization. This concept is referred as HR-Line Relationship (HRL).[1]

HRM activities are the special responsibility of HR department. However, these responsibilities are also a part of every line manager’s job along with their basic responsibilities. Line managers have authority and considerable impact on the way employees actually behave. [2] Therefore, there is an overlap of the authority between HR department and the line managers, making HR-Line Relationship of high relevance in Management. The importance of HRL is widely highlighted, generally, in HRM and particularly in strategic HRM literature.

Research highlights the main causes for the rise of ever increasing interaction between HR specialists and line managers. [1]. Firstly, the realizations that line managers play a key role in HRM in coordinating resources toward achieving profits. An active interaction between HR professionals and line managers is now required. Secondly, in transition toward strategic HRM, one important change is devolution of much of the HRM responsibilities down to line managers. Line managers are now stepping up and performing duties often done by the HR managers. Thirdly, the continuous trends of devolution (or devolvement) and increased line involvement in HR requires addressing the problematic HRL for making these trends more successful. [3] [4] [5] Fourthly, for successful HR implementation the role of line managers is of great importance to understand the ways HR policies and practices are actually operated as opposed to the ways in which they are intended to operate.[6] [7] This requires good reputation about HR unit among line mangers.[8] Fifthly, the success all efforts to create values and not rhetoric; [9] minimizing gaps between intended and implemented policies, [10] HR policy and practice, [11] rhetoric and reality,[12] espoused and enacted HR practices; [13] [14] moving on and not losing in HRM,[15], high quality HRL is critical. Lastly, many philosophies of Management and Organizations (TQM, System Thinking, and Stakeholder Theory) demand proper realization of the importance of HLR [1].

References 1. Qadeer, F., Shafique, M. and Rehman, R. (2011). An overview of HR-line relationship and its future directions. African Journal of Business Management, 5(7), 2512-2523 2. Cascio WF (2006). Managing Human Resources, Productivity, Quality of work life, profits. McGraw-Hill, New York. 3. Larsen H.H., Brewster, C. (2003). Line management responsibility for HRM: what is happening in Europe? Employee Relations, 25(3), 228-244. 4. Renwick, D. (2000). HR-line work relations: review, pilot case and research agenda. Employee Relations, 22(2), 179-201. 5. Renwick, D. (2003). Line manager involvement in HRM: an inside view. Employee Relations, 25(3): 262-280. 6. Hutchinson S, Purcell J (2003). Bringing Policies to Life: The Vital Role of Front Line Managers in People Management. CIPD, London. 7. Lervik, J.E., Hennestad, B.W., Amdam, R.P., Lunnan, R., and Nilsen, S.M. (2005). Implementing human resource development best practices: replication or re-creation”? Human Resource Development International, 8(3), 345-360. 8. Kulik, C.T and Perry, E.L. (2008). When less is more: the effect of devolution on HR’s strategic role and construed image. Human Resource Management, 47(3), 541-558. 9. Conner J, Ulrich D (1996). Human resource roles: creating values not rhetoric. Human Resource Planning, 19(1), 38-49. 10. Khilji, S. E and Wang, X. (2006). Intended’ and ‘implemented’ HRM: the missing linchpin in strategic human resource management research. International Journal of Human Resource Management, 17(7), 1171-1189. 11. Paul, A.K. and Anantharaman, R.N. (2003). Impact of people management practices on organizational performance: analysis of a causal model. International Journal of Human Resource Management, 14(7), 1246–1266. 12. Cunningham. I., James, P. and Dibben, P. (2004). Bridging the gap between rhetoric and reality: line managers and the protection of job security for ill workers in the modern workplace. British Journal of Management, 15(3), 273-290. 13. Nehles, A.C., van Riemsdijk, M.J., Kok, I. and Looise, J. C. (2006). Implementing human resource management successfully: the role of first-line managers. Management Review, 17(3), 256-273. 14. Purcell, J and Hutchinson, S. (2007). Front-line managers as agents in the HRM- performance causal chain: theory, analysis and evidence. Human Resource Management, 17(1), 3-20. 15. Cleland J, Pajo, K. and Toulson, P. (2000). Move it or lose it: an examination of the evolving role of the human resource professional in New Zealand. International Journal of Human Resource Management, 11(1), 143 -160.

[HR-Line Relationship]

HR-Line Relationship Quality The quality of relationship between HR professionals and line managers in an organization is called HR-line Relationship Quality.[1]

The wide recognition of the importance of relationship between HR professionals and line managers (HR-line relationship) in strategic HRM literature[2] resulted into introduction of this concept in HRM. This variable basically enables us to measure the quality of HR-line relationship. It has three dimensions; the first dimension ‘relationship quality’ covers four sub-dimensions: satisfaction, trust, commitment and operational relations. The second dimension ‘positive-ness of HR towards line’ covers three dimensions: HR focus and co-ordination and team partner. The final dimension ‘positive-ness of line towards HR’ covers three dimsnions: contribution and distraction and team partner.[1]

References

1. Rehman, R., Qadeer, F., Habib, Z and Ahmad, M. (2012). Measuring HR-line relationship Quality: a construct and its validation. Pakistan Journal of Statistics, 28(5), 743-756. 2. Qadeer, F., Shafique, M. and Rehman, R. (2011). An overview of HR-line relationship and its future directions. African Journal of Business Management, 5(7), 2512-2523.

[HR-Line Relationship Quality]