HR Profession: A Prospect Role of Line Managers

2005 ◽  
Author(s):  
Sharika Gupta
Keyword(s):  
Line Managers

Social workers as state and citizen-agents. How social workers in a German, Dutch and Flemish public welfare organisation manage this dual responsibility in practice

2021 ◽  
pp. 146801732110097
Author(s):  
Michelle van der Tier ◽  
Koen Hermans ◽  
Marianne Potting
Keyword(s):  
Social Workers ◽  
Public Welfare ◽  
National Study ◽  
Front Line ◽  
Line Managers ◽  
Daily Work ◽  
Line Manager ◽  
Cross National Study ◽  
The Relationship

Summary Professional standards state that social workers in public welfare organisations should act as state and citizen-agents. However, the literature provides little insight into how social workers navigate this dual responsibility in their daily work. To address this gap, we used Maynard-Moody and Musheno’s theory on state and citizens-agent narratives to analyse street-level practices of social workers in three local welfare organisations in Germany, the Netherlands and Belgium. This article explores how three specific organisational mechanisms (decision-making authority; the role of the front-line manager and the degree of specialisation) affect the ways social workers navigate both agent narratives in public welfare organisations. The data were gathered by a mixed method design of in-depth interviews and focus groups. Findings Our study shows that social workers struggle with the tensions that intrude between the state and citizen-agent narrative. We found that the extent to which both narratives are adopted by social workers is affected by a complicated interaction between the beliefs of social workers about social justice and responsiveness and the selected organisational mechanisms. Moreover, we found that critical reflection and a supportive attitude of front-line managers can help social workers to manage their double responsibility in practice. Application Our cross-national study contributes to a deeper understanding of the relationship between organisational mechanisms and the moral deliberations of social workers regarding their dual responsibility. It provides in-depth insights into the tensions and conflicts social workers in different contexts face daily on account of their dual responsibility.

Diversity Training in Organizations

2014 ◽  
pp. 1151-1165
Author(s):  
David McGuire ◽  
Nicola Patterson
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Culturally Diverse ◽  
Diversity Training ◽  
Individual Identity ◽  
Multicultural Teams ◽  
Line Managers ◽  
Hierarchical Levels ◽  
Valuing Diversity

Diversity training is an area of growing interest within organizations. As organizations and society become more culturally diverse, there is a need to provide training across all hierarchical levels to make individuals more aware of and sensitized to elements of difference. Managing and valuing diversity is becoming increasingly important to delivering higher levels of performance and creativity, enhancing problem solving and decision-making, and gaining cultural insights into domestic and overseas markets. As facilitators of diversity training, line managers are increasingly tasked with the important role of equipping employees with the skills and competencies to work effectively in diverse multicultural teams. Consequently, this chapter looks at the mechanics of how diversity is discussed and delivered in organizations. It explores the necessity of diversity training in safeguarding and respecting individual identity and in fostering more welcoming inclusive workplaces.

The Role of Line Managers in Implementation of Gender Diversity Policies

2018 ◽  
Vol 2018 (1) ◽  
pp. 17654
Author(s):  
Shreyashi Chakraborty ◽  
Leena Chatterjee
Keyword(s):  
Gender Diversity ◽  
Line Managers

HRM AND PERFORMANCE LINKAGE: THE ROLE OF LINE MANAGERS

2012 ◽  
Vol 17 (1) ◽  
Author(s):  
Asta Savaneviciene ◽  
Zivile Stankeviciute
Keyword(s):  
Line Managers ◽  
And Performance

scholarly journals HRM and workplace innovations: formulating research questions

2017 ◽  
Vol 46 (7) ◽  
pp. 1216-1227 ◽  
Author(s):  
Greg J. Bamber ◽  
Timothy Bartram ◽  
Pauline Stanton
Keyword(s):  
Design Methodology ◽  
Change Agent ◽  
Work Environments ◽  
Enterprise Performance ◽  
Special Issue ◽  
Line Managers ◽  
Content Type ◽  
Research Questions ◽  
Creativity And Innovation

Purpose The purpose of this paper is to review the roles of human resource management (HRM) specialists in the contemplation and implementation of innovation in employing organisations and workplaces. Design/methodology/approach The authors review some of the literature and practice in this field as well as 11 other articles that are included in this special issue. Findings The authors propose six research questions. First, are HRM specialists analysing relevant trends and their implications for the future of work and the workforce? Second, are HRM specialists enabling employing organisations to identify and enable innovative ideas? Third, to what extent are HRM specialists leading partnership arrangements with organised labour? Fourth, what is the role of HRM specialists in creating inclusive work environments? Fifth, how should HRM specialists change to foster enterprise performance, intrapreneurship, agility, creativity and innovation? Sixth, to what extent is there an HRM function for line managers in coordination with HRM specialists in engendering innovation around “change agent” roles? Originality/value The authors argue that HRM specialists should embrace and enable innovation. The authors challenge HRM specialists to consider how they can contribute to facilitating innovation. The paper proposes further research on HRM and range of associated stakeholders who, together, have responsibility for innovating in the design and delivery of HRM to enrich our knowledge of HRM and workplace innovations.

scholarly journals HR and Ethics. A relationship that is work in progress

2021 ◽  
Author(s):  
◽  
Saloni Pandey
Keyword(s):  
Best Practices ◽  
Role Conflict ◽  
Business Strategy ◽  
Structured Interviews ◽  
Line Managers ◽  
Business World ◽  
The Future ◽  
Generational Changes ◽  
Ethical Stance

<p>In this ever-changing business world, the role of HR has become significantly imperative due to the increasing focus on aligning people of the organisation with the overall business strategy, particularly in an era when unethical behaviour is not tolerated. However, considering the complexity of the HR profession, it has been questioned what the role of HR is. With the changing future of work, this question has become more prevalent considering the influence of factors such as globalisation, automation and generational changes. Various scholars have claimed that HR professionals should be undertaking four distinct roles of administrative expert, strategic business partner, change agent and employee champion, which consequently leads to a role-conflict for HR professionals, hence influencing their decision-making within organisations, particularly in ethical situations. Using Ulrich (1997) model as a benchmark, this thesis aims to explore the relationship between HR and ethics, focusing on the role-conflict that HR professionals experience in organisations, along with the best practices they use to cope with the role-conflict in ethical situations and the influence of these best practices on the future of HR.  Employing a qualitative method approach, this study uses in-depth semi-structured interviews with top-tier HR professionals working in organisations who are continually striving to build their ethical stance. The sample of this study was particularly important, as it was crucial to choose HR professionals who would make strong subject matter experts and provide rich and in-depth perspectives with regards to working in HR. The findings indicate that though there is a visibility and recognition of role-conflict within the profession, it wasn’t regarded as a strong issue compared to what was reflected in the literature. Furthermore, support from the organisation leaders and a strong organisation culture along with following a fair, and consistent process allows for the role-conflict to be diminished, particularly in an ethical situation. The thesis also found that the profession is increasingly becoming more strategic, with the operational HR duties delegated to the line managers, and hence illustrating the emergence of two new roles of ‘mentor’ and ‘analyst’.  The study contributes to the existing literature by proposing a new model for the HR profession by considering the various roles they are required to undertake and the significance for all the roles to work concurrently with each other for HR to truly succeed. Several implications such as re-training and a creation of an independent body for HR professionals, along with a strong organisational culture that allows HR to thrive, and the recognition of them gaining a seat at the management table are discussed, followed by an overall conclusion of what the future of the HR profession is.</p>

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