LINE MANAGERS
Line managers need to be recognised as strategic partners of HR
The vital role that line managers play in people management has received increasing attention in the HR literature over the last few years. But little is known about the detail of what line managers actually do in practice. In particular, what behaviours and competencies are required to perform their roles, what factors inhibit line manager effectiveness and what factors facilitate it. Similarly, there are gaps in the knowledge as to the nature of the relationship between HR and the line.
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To shed light on these areas, the Chartered Institute of Personnel and Development commissioned research focusing on two key aspects of people management and how they relate to line managers: reward, and learning and development.
Main conclusions
Among the main conclusions of the report is the paradoxical finding that organisations are increasingly recognising the vital role of front-line managers but not providing them with the sufficient training and support to help them become effective people managers.
The report also argues that although there is evidence of organisations rising to the productivity and performance challenge, progress is likely to be hampered because, according to those they manage, many line managers are not very good at managing staff.
One of the reasons for this asymmetry is, says the report, that companies’ efforts are being overwhelmed by competing priorities and lack of confidence in dealing with difficult people issues.
The report argues therefore that until line managers are recognised as the strategic partners of HR and given special attention and priority, this paradox of high potential but too little being done to get line managers fit for the purpose of delivering people management will remain.
Format of report
The report, Line Managers in Reward, Learning and Development, was written and researched by Sue Hutchinson of Bristol Business School and John Purcell of ACAS and Warwick University.
Split into nine chapters, it includes sections examining:
role of line managers in people management
importance of context
role of line managers in reward
role of line managers in training, learning and development
performance management systems
effectiveness of line managers
supportive conditions necessary for effective line management involvement.
Responsibilities and duties
The line managers examined were normally, but not exclusively, at the first-line level and typically had a wide range of duties, including traditional supervisory activities such as providing technical expertise, monitoring performance, planning and work allocation, and “newer” responsibilities in the area of people management.
Line managers have, of course, always had some responsibility for people management, but what is new, says the report, is the broadening and deepening of their involvement.
This increased responsibility was linked to another problem, the fact that line managers have taken on these extra responsibilities without relinquishing any of the old ones – a point that has implications for stress, work overload and competing priorities. Similarly, where more responsibility was heaped on line managers the perception was often that they had been “dumped upon” with the reason for the changes seen as cost cutting and the removal of the “friendly personnel manager down the hall", rather than an attempt to provide a more effective way to engage staff.
Summary of findings
The role of line managers in people management
Line managers have always had some people management responsibilities, but recently those responsibilities have extended considerably.
Line managers play a crucial role in explaining the link between people management and performance by the way in which they “bring policies to life” and influence employee attitudes and behaviours.
The importance of context
There are four major contexts that influence the way in which line managers operate in respect of people management roles which are: ownership; the external labour market; the different types of employee; and the distinctions between groups of employees within organisations, based on their strategic importance.
The role of line managers in reward
Line managers usually have some, but not necessarily much, influence on the allocation of formal, extrinsic rewards.
Nonetheless, line managers now have more discretion in the matter than they used to, and sometimes are finding their own ways to reward individuals and their teams.
The role of line managers in training, learning and development
Line managers now have a far greater responsibility for developing their teams.
Line managers are more involved than ever with a great variety of learning and development activities – both formal and informal – although many of them have received no specific training themselves for doing so.
The effectiveness of line managers
There are concerns over the lack of skills and knowledge of line managers.
Also, concerns of a lack of commitment from line managers to people management.
These problems are linked to competing priorities and work overload issues.
Supportive conditions necessary for effective line management involvement
Training is necessary but not sufficient.
Line managers must be given recognition, support and a sense of involvement.
Similarly, senior managers need to recognise the importance of line managers and to understand what makes a good manager beyond any technical expertise.
HR needs to work in tandem with line managers when they design pay, training and learning and development programmes.
A final word
Victoria Winkler, CIPD learning, training and development adviser, comments: “One major obstacle preventing progress in creating sustainable high performing organisations rests with the balance between what are and should be HR and line manager responsibilities for people management and development. Increasing line manager involvement in learning and development is one important part of the broader changing relations between line managers and human resources management.”
She adds: “Until line managers are recognised as the strategic partners of HR and given the recognition for their responsibilities, a lack of accountability to people management will continue. Our research will help those in the professional and development arena best equip line managers with the right skills, knowledge and attitudes for rewarding and recognising the contribution of their employees and for developing and raising their performance.”
Charles Cotton, CIPD employment conditions adviser, adds: “Reward professionals expect, on the one hand, line managers to make and communicate pay decisions, yet on the other, rarely ask for their views when creating reward systems. Reward professionals need to build policies around the strengths of the organisation, including line managers, and over time, develop the capabilities of line managers so that they are able to make better reward decisions. Otherwise, money is simply being wasted."
Want to know more?
Title: Line Managers in Reward, Learning and Development, by Sue Hutchinson and John Purcell, published by the Chartered Institute of Personnel and Development.
Methodology: The 50-page report builds on previous research from the CIPD. The research was undertaken in six large public and private sector organisations: Halcrow, John Lewis Partnership, McGraw-Hill, Ministry of Defence, Wiltshire County Council and Wincanton. It included the use of focus groups and interviews with line managers and senior HR professionals.
Availability: The report is priced at £49.99 for non-members and £29.99 for CIPD members. It is available from the CIPD bookstore at www.cipd.co.uk/bookstore.
The Chartered Institute of Personnel and Development has over 130,000 members and is the “leading professional institute for those involved in the management and development of people”. For more details visit www.cipd.co.uk.