Human resource management practice I also available by michael armstrong



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Armstrongs Handbook of Human Resource Management Practice 1

Chapter 

3

  Delivering HRM – Systems and Roles

49

The HR role of line 

managers

HR  can  initiate  new  policies  and  practices  but  it  

is  line  managers  that  have  the  main  responsibility 

for implementing them. In other words, HR proposes 

but the line disposes. As Guest (1991: 159) observed: 

‘HRM  is  too  important  to  be  left  to  personnel 

managers.’

If  line  managers  are  not  inclined  favourably  

towards  what  HR  wants  them  to  do  they  won’t  

do it or, if compelled to, they will be half-hearted 

about it. On the basis of their research, Guest and 

King (2004: 421) noted that ‘better HR depended 

not so much on better procedures but better imple-

mentation and ownership of implementation by line 

managers’.

As pointed out by Purcell et al (2003), high levels 

of  organizational  performance  are  not  achieved 

simply  by  having  a  range  of  well-conceived  HR 

policies and practices in place. What makes the dif-

ference is how these policies and practices are im-

plemented. That is where the role of line managers 

in people management is crucial: ‘managers... play  

a vital role in making involvement happen, in com-

municating, in being open to allow employee con-

cerns to be raised and discussed, in allowing people 

space  to  influence  how  they  do  their  job,  and  in 

coaching,  guiding  and  recognizing  performance  

and providing help for the future’ (ibid: 40). Purcell 

and  his  colleagues  noted  that  dealing  with  people  

is  perhaps  the  aspect  of  their  work  in  which  line 

managers can exercise the greatest amount of dis-

cretion  and  they  can  use  that  discretion  by  not 

putting HR’s ideas into practice. As they observed, 

it is line managers who bring HR policies to life.

A further factor affecting the role of line managers 

is their ability to do the HR tasks assigned to them. 

People-centred activities such as defining roles (job 

design), interviewing, reviewing performance, pro-

viding feedback, coaching, and identifying learning 

and  development  needs  all  require  special  skills. 

Some managers have them; many don’t. Performance 

management systems and performance-related pay 

schemes  can  easily  fail  because  of  untrained  line 

managers. The implementation of policies to enhance 

engagement  levels  (as  described  in  Chapter  15)  

depends largely on line managers.

Hutchinson and Purcell (2003) made the follow-

ing recommendations on how to improve the quality 

of  the  contribution  line  managers  make  to  people 

management.

Improving the quality of line managers 

as people managers – Hutchinson and 

Purcell (2003)

 



Provide them with time to carry out their people 

management duties, which are often superseded 

by other management duties.

 



Select them carefully with much more attention 

being paid to the behavioural competencies 

required.

 



Support them with strong organizational values 

concerning leadership and people management.

 



Encourage the development of a good working 



relationship with their own managers.

 



Ensure they receive sufficient skills training to 

enable them to perform their people 

management activities such as performance 

management.

Source review

To which can be added that better implementation 

and better ownership by line managers of HR prac-

tices is more likely to be achieved if: 1) the practice 

demonstrably benefits them; 2) they are involved in 

the development and, importantly, the testing of the 

practices;  3)  the  practice  is  not  too  complicated,  

bureaucratic or time-consuming; 4) their responsi-

bilities are defined and communicated clearly; and 

5) they are provided with the guidance, support and 

training required to implement the practice.




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