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Douglas Renwick
The Management School, University of Sheffield, Sheffield, UK
Christina M. MacNeil
The Business School, Oxford Brookes University, Oxford, UK
[ 407 ]
Douglas Renwick and the other hand, alternative findings seem to organisations (Walton, 1999), there is a need
Christina M. MacNeil point in the opposite direction, and point to to understand how line managers learn about
Line manager involvement in more line manager involvement in HRM HR work ± particularly whether most of their
careers
occurring (Cunningham and James, 2001; knowledge, skill and ability in it derive from
Career Development
International Currie and Procter, 2001; Harris, 2001; Poole learning/coaching from/by HR managers,
7/7 [2002] 407±414 and Jenkins, 1997; Procter and Currie, 1999; experiential learning (Brewster and Larsen,
Redman, 2001; Storey, 1992, 2001). Although a 1992) or off-the-job exercises. However,
question mark still remains as to the exact findings from Cunningham and Hyman
extent and scope of line manager (1999) were that line managers saw that HR
involvement in HRM, the Workplace work was ``common sense''. MacNeil's (2001)
Employee Relation Survey of 1998 (WERS '98) work on how supervisors[3] facilitate
revealed that line manager involvement in informal learning in work teams found a lack
employee relations was extensive: of support from general management for this
Generalists continue to account for almost initiative; cost-cutting; low priority given to
half of all ER managers and line managers new initiatives; and a reluctance from
outnumber ER specialists. Furthermore, ER supervisors to change to a new role.
specialists feature in only one in eight of the In line handling of grievance and discipline
workplace employing fewer than 100 people,
cases, the literature notes that organisations
which make up three quarters of the
had tended to ask HR managers to ``sit in'' in
workplaces in our sample (Millward et al.,
2000, pp. 52-3)[2]. these meetings, not only to ``police'' line
managers, but also to ensure those good
The literature of the 1970s and 1980s found outcomes prevail (Rollinson et al., 1996). In
that chief production managers found employee involvement (EI), Marchington
industrial relations (IR) activity too time- (2001) found four ``unintended impacts'' of
consuming and passed it onto others like involving line managers, supervisors, first-
factory administrators (Marsh, 1971, p. 22), line managers and shop-floor managers in EI
and Marsh and Gillies (1983) found managers schemes. First, that these groups may not
willing to accept IR as part of their work share the same commitment to EI as senior
without much resentment (Marsh and managers or that they may be dubious about
Gillies, 1983 pp. 36, 38). In the mid- to late- EI itself. Second, they may not have the
1990s and beyond ideas of ``partnerships'' abilities needed to work direct EI schemes
being formed between HR and the line were ``face-to-face'' (i.e. them not feeling totally
seen in the literature (Eisenstat, 1996; comfortable in such settings). Third, an
Hutchinson and Wood, 1995; Ulrich, 1997, overload in their work, and fourth, of
1998, 2001), to deliver results for deficiencies in training them to work EI
organisations (Ulrich, 1997). More recent schemes (Marchington, 2001, pp. 238-42). In
literature in HRM includes notions of line line handling of employee relations (ER)
managers being increasingly involved in issues there are several potential areas of
specific HR areas, and, as a result, in the abuse of line management power and
career development of staff that goes along authority when the line take on more ER
with them. We now note these developments. work. These include restricting employee
Line managers have been seen as a weak promotions and pay awards, restricting
link in the operation of performance access to development opportunities,
management systems, where they ``blamed engaging in workplace discrimination,
any inconsistencies in their decision making intensifying work, and off-loading duties to
on the vagaries of the system rather than junior staff. A question is whether due to
their own judgements'' (Beaver and Harris, their poor handling of ER issues, line
1996, as quoted in Harris, 2001, p. 1190). managers curtail the development of staff
Redman's (2001) findings on performance careers.
appraisal were that ``most managers are not Within the literature on line involvement
naturally good at conducting performance in pay initiatives, Currie and Procter (2001)
appraisals'', with many of the judgements argue that middle managers play an
made on ``gut feelings'', and being subject to important role in contributions to strategic
``political'' manipulation by managers, i.e. ``to change as ``important linking pins'' in ``the
show who's the boss, to clear the ground for realisation of HR strategy''. They concluded
terminations, to punish a difficult and that this came from the greater discretion
rebellious employee and even to `scare' better given to the line in ``implementing''
performance out of the appraisee'' (Redman, deliberate HR strategies and their role in
2001, pp. 71-2). ``synthesising information'' (Currie and
Although human resource development Procter, 2001, pp. 58-9, 63-6). On the specific
(HRD) is a responsibility which has issue of performance-related pay, Harris'
traditionally been passed to line managers in (2001) study[4], pointed to a ``hidden agenda''
[ 408 ]
Douglas Renwick and in IPRP initiatives (Harris, 2001, p. 1184), and . discriminate against employee
Christina M. MacNeil found ``the potential for decisions that promotions when they are involved in
Line manager involvement in
careers decreased rather than increased levels of using performance appraisal/
employee trust'' (Harris, 2001, pp. 1190-1). management systems;
Career Development
International Cunningham and James (2001) found limits . provide access for employees to employee
7/7 [2002] 407±414 occurring in line manager involvement in career development opportunities;
dealing positively in ``ensuring continued . seeing developing staff as a
employment security for employees'' in straightforward technical task;
absence cases caused by long-term illness . be unwilling to provide job enrichment
and disability, and identified five reasons for and involvement opportunities for staff;
this. First, line stubbornness in not wishing . lack commitment to re-engage employees
to attend training programmes on these who need it;
issues. Second, the line arguing that . prioritise employee career development
insufficient training was provided on these amongst their other tasks;
issues. Third, a low skill level amongst line . be reluctant to take on new roles that
managers in general. Fourth, the line having facilitate learning by others;
to handle some of these cases without . not handling grievance and discipline
specialist (HR) help, and finally, fifth, the line cases properly;
had to supervise the ``punitive sanctions'' . discriminating against employees in
connected to organisational policies on organisations where the HR function is
incapability (Cunningham and James, 2001, small and/or understaffed and cannot
pp. 20-1). intervene to promote best practice (as in
many SMEs);
e-HR/new forms of work organisation . not increasing levels of employee trust
Several themes have emerged recently in the when making pay awards[5].
field with the introduction of new
technologies and communications systems to Implications for line management career
deliver HR advice and services to the line; the development
willingness of line managers to take on more Implications for line management career
HR work (identified as an issue at Marks & development include:
Spencer); the impacts that such changes . the extent to which a hidden agenda is
would have on line manager workload (seen occurring of line managers being forced
at British Nuclear Fuels); and what platforms into ``learning'' about HRM/taking on
should provide which HR services and why increased responsibilities in it in a
(Deeks, 2000). The use of organisational climate of fear and mistrust in
intranets, the Internet, and HR call-centres, organisations;
raises the possibility of line managers having
. whether line managers are breaking
to handle some HR work on their own. This is through any learning barriers in
because HR managers will either not be understanding HR work and actively
physically on-site to assist them, or there engaging in developing staff and their
being reduced numbers of HR specialists careers, or not;
employed, as the organisation takes
. if line managers have the ``desire,
advantage of the cost benefits that these new capacity, ability, training, and
technologies bring (i.e. the need to employ conservatism'' in completing HR work
fewer HR staff). In the software industry it (Brewster and Larsen, 2000);
has been noted that there is the possibility of
. the line facing time constraints when
the line having to do all the relevant HR work completing HR work due to other
on their own (Brewster and Larsen, 2000, demands on them;
p. 213).
. a lack of willingness from HR staff to help
the line manage employee development;
. how employees view line involvement in
developing employees' careers; and
Issues arising . whether negative upward appraisals from
Implications for employee career employees on line involvement in
development employee career development will shorten
Several issues emerge from the review above. line careers[6].
In general we draw the following
interpretations from the literature. These Implications for organisations
include concerns about the potential of line Managers are significantly involved in the
managers to: career development of staff, and concerns
. accept doing HR work willingly, or take arise about their involvement in using HR
responsibility for it; processes to develop them. Line involvement
[ 409 ]
Douglas Renwick and in employee career development (ECD) in the quality of work that is completed
Christina M. MacNeil provides both benefits and costs to by them;
Line manager involvement in organisations as shown below: . risks of extra stress for the line as line
careers
1 Benefits of line involvement in staff manager workloads are increased in
Career Development
International career development: doing ECD;
7/7 [2002] 407±414 . employee career development (ECD) . extra costs in training line managers,
issues are solved at source (lowest and potential costs of grievances
level); arising in disputed cases;
. better change management is achieved, . less consistent communications
facilitating engagement in more ECD; arising between the line and HR on
. more scope for HR managers to focus employees' needs;
on strategic, holistic ECD; . line rejection of ECD being part of their
. ECD issues receiving a business focus; job;
. line managers who make their own . potential for line managers to abuse
ECD decisions are more likely to their position and discriminate against
commit to them; employees as they line handle more
. promotes local management face-to-face ECD work[7].
accountability and responsibility for
ECD;
. reduces training and development Discussion
costs, as line ``know'' what ECD is
needed; Devolution of HR work to the line raises
. promotes the case that ECD is an issues about the degree of ``partnership''
essential element of every manager's between the line and HR in developing
job and cannot be transferred to HR employee careers, of HR managers' ability to
specialists; block the broadening of line careers, the role
. enables ECD decisions to be tailored to that executives play in shaping managerial
suit local circumstances; careers, and the general implications for
. increases the speed of decision making managerial careers that devolution poses. We
in ECD; now examine these issues.
. provides increased awareness of ECD
issues throughout the organisation; Line manager commitment to
. helps satisfy line willingness to take ``partnership'' working with HR managers
part in ECD initiatives; on employee career development
. raises prospect of building line and HR We began this review by indicating some of
``partnerships'' in working on ECD; the dominant themes on line involvement in
. releases line to enact ECD strategies on HRM. A central theme here was the idea of a
their own if they wish to do so. ``partnership'' forming between HR and the
2 Costs of line involvement in staff career line on how HR work was to be done, and who
development: did what in it (Ulrich, 1997, 1998, 2001;
. line acting as ``gate-keepers'' in ECD Eisenstat, 1996; Hutchinson and Wood, 1995).
progression; We noted the work of some authors who saw
. increased pressure to train and/or re- the need for an ``HR triad'' of HR, the line and
skill line managers, and a need for HR employees to be formed to manage HR issues
auditing; (Jackson and Schuler, 2000). The optimism of
. problems arising of maintaining many of these (American) writers does not
consistency in decision making by the seem to be reflected in some of the research
line; findings in the UK at present. In some cases
. problems in maintaining the balance of HR managers have not helped line managers
power between the line and HR to complete HR work as much as they could
specialists; by providing training for them, or in
. potential for the HR/IR role to be generally offering them support and advice
marginalised; (see Brewster and Larsen, 2000; Cunningham
. the prospect of ECD issues not being and James, 2001; Marchington, 2001). Perhaps
handled properly, receiving low we have come full circle and need to ask
priority, or of standards in it falling by again ± ``are the personnel managers in
line managers ± as they may lack danger of not just giving HRM away, but of
competence, capability and `giving it up'?'' (Blyton and Turnbull, 1992, p.
commitment in it; 11, quoted in Brewster and Larsen, 2000, p.
. little time for the line to perform ECD 195). It is not clear from the literature that HR
duties well due to other operational managers will give the necessary support to
demands, and potential for a decrease the line in developing employees and their
[ 410 ]
Douglas Renwick and careers, and that they will work in We can only speculate whether HR managers
Christina M. MacNeil ``partnership'' with them on it either. will be totally willing to hand over full
Line manager involvement in responsibility for operational HR work
careers
HR managers as a barrier to broadening (including employee career development,
Career Development
International line management careers ECD) to the line. Moreover, we can only
7/7 [2002] 407±414 There is much criticism in the literature on guess whether line managers will seek more
line managers' commitment and capability to or less involvement in ECD, as although
handle HR tasks consistently and some HRD work has traditionally rested with
professionally. However, as Brewster and them (Walton, 1999), the line may not
Larsen (2000) point out, HR need to support necessarily be interested in a game of
and advise the line to do HR work, and this political football with HR managers over it,
support and advice does not necessarily as it is only one element of their current role.
occur in all cases. The critique of line Further research is needed on these issues.
capability and/or commitment has three
flaws. First, the data that supports these The role of executives in future line and HR
accounts are often compiled from the views managerial careers
of senior HR managers, and it is doubtful that The willingness of CEOs to abandon a
these managers would say that it is anyone devolution approach if the line prove
but they that have a key role in HR work. incapable in doing HR work well is in
Such statements justify their specialist question. This does not look promising as
``expert'' role, and help to keep their power Guest et al. (2001) found that executives are
base alive. If they did say anything different sometimes not for turning. A question
on line managers' capability in HRM they arising is whether CEOs are actively limiting
could be running the risk of ensuring their the career development of line managers by
own redundancy. Second, HR are unlikely to allowing HR managers to still ``devolve'' HR
argue that the line are totally ``capable'' in work to the line. This could be seen through
HRM, as this comment would undermine the the line being more easily replaced as the
legitimacy of HR's role in ``policing'' the line. ``generalist'' managers. Or the opposite may
Third, if the dominant model of HR line occur as the line become more marketable
responsibilities for HR tasks is one of line now they have taken on development of staff.
dominance (Poole and Jenkins, 1997) and of If the line prove to be ``poor'' at HR work and
HR acting as advisers to the line (Tyson and employee complaints and/or grievances
Fell, 1995), then criticising line capability in against them rise, then HR managers will
HRM is inaccurate as: need to persuade senior executives to
. line managers have previously been abandon a devolution approach. Questions
trusted enough to do this work by senior arising are whether HR managers will do
managers (see Brewster and Larsen, 2000; this, as the costs of doing so for HR are high.
Currie and Procter, 2001; Guest and King, The implication of failed devolution for HR
2001; Marsh, 1971; Marsh and Gillies, 1983; managers are that HR need to pick up
Ulrich, 1997, 1998, 2001); ``operational'' HR work and possibly reduce
. if one group's responsibility is to ``do'' their ``strategic'' input as a result. HR
(line) and the other is to ``advise'' (HR), managers may therefore be seen to be
then both are at fault if all goes wrong, as actively limiting line management careers by
neither seem to have done ``their'' job ``dumping'' HR work on the line. If these last
properly. Only blaming line managers for points are accurate, then it may well seem
this situation is a biased case; that it is HR specialists who are to blame for
. it ignores the issue that ``specialist'' HR poor people management practice, as they
managers may be giving line managers have not fulfilled the roles they have been
poor advice and/or support in HR work in given of supporting and advising the line in
the first place (see Brewster and Larsen, it. Clearly we need further research to again
2000; Currie and Procter, 2001). be done here.
[ 413 ]
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[ 414 ]