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Mind Map 2: Line managers' views on adopting human resource roles: The…

- - - - Concept: "Centre-stage" role for line managers (Renwick, 2003, p.262)
        
        Some HRM responsibility can positively influence employee commitment and business performance.
        
        Role of line managers in promoting an integrative culture of employee management through line management (Cunningham & Hayman, 1999, p.9)
        
        Securing employee commitment to quality while increasing the productivity.
        
        Coaching and guidance
      - "Triad" approach between HR specialist, line managers and employees = partnership
        
        Partnership concept in advancing employee wellbeing (Renwick, 2003)
      - Giving line managers responsibility for HRM noted as being "problematic"(McGovern et al., 1997)
        
        The ability and willingness of line managers to carry out HR task properly (Renwick, MacNeil, 2002, p.407)
        
        Line managers' knowledge of company policies (Bond & Wise, 2003)
        
        Tensions between line managers' general functional and HR responsibilities
    - - Role of line managers in HRD: Identify training needs, deciding who should be trained and undertaking direct training either fall within the domain of line managers or in partnership with HR specialists.
      - Aspect of HRD: Concerned with policy formulation, training plans and advising on strategy are more likely to be undertaken by HRD specialists.
      - Increased number of line manager involvement in HRD are valid in that it may limit the use of specialist resources in HRD (Gibb, 2003)
      - Research has identified factors that may enable and inhibit the take-up of line manager responsibility for HRD.
        
        Factors
        
        Growing body of literature on the emergence and growth of HRD and in particular HRD with strategic focus (Garavan et al., 1995, p.4)
        
        HRD may be seen as the key connection between HRM and business strategy (Garavan et al., 2001)
        
        Business-led approaches to HRD (Harrison, 1993; Sparrow & Pettigrew, 1988)
        
        Central to business strategy (Torraco & Swanson, 1995) and HRM
- - - - The questionnaire format encompassed nominal, ordinal, ranking and Likert rating scales, and several open-ended questions.
- - - - 87% of line managers perceived Esprit as a club for employees, in relation to employees becoming members and being eligible for rewards and recognition incentives.
        
        82% of strategic managers and 90% of first-line managers agreeing this statement