Managing a medium to large scale business is complicated, because various aspects of the business get involved, such as marketing, finance, production, logistics and many more. This assignment is based on the transport logistics business developed by Joe Brown, under whom sixty full time employee work. As per the provided case study, the main issue that has been identified is that, the business process has become complicated, as a result the employees are divided into teams with each line manager (Meyer and Xin 2018). A debate arose in the organisation that, the HRM manager does not want the line managers to be in control of the implementation process of the strategic procedures that will replace the laissez-faire HRM practices of the past in the company. Therefore, the main aim of the essay is to justify the ultimate decision taken in the company, as well as evaluation of the roles of the line managers in the company. In addition, relevant evidences will be provided in the assignment, in order to maintain the reliability of the study.
Robert Smith, the HRM Manager of the company disagrees with the fact that implementation process will be responsibility of the line managers. The decision that the HRM manager wants to take is that he should be in charge of the implementation process, and it will be his responsibility to distribute the tasks to the line managers.
The suitable opinion in this situation is that the HRM manager should take responsibility of the strategic implementation process, and appoint line managers for different kind of jobs. It has been mentioned in the case scenario, for different teams there is on line manager (Suryaningtyas et al., 2019). Therefore, there are possibilities of conflict occurring between the various line managers in the organisation, which can ultimately lead to crisis situation in the company.
The line managers are considered to be the leads of the management team, who manages the front-line workers. They are also responsible for the department that they handle as well as the workers under them (Steffensen et al., 2019). The main responsibilities that they have to handle is to evaluate the performance progress, development, and monitor the contribution of each employee under them in the overall productivity of the company. Therefore, it can be considered that they have some capacity and power to control the workers belonging from their department. They mainly work on the ground management duties, in order to help and assist the HRM managers. They ensure the effectiveness of the team members and creates a bridge among the authorities, and the employees. It helps in reducing the knowledge gap among the employees regarding the important strategies taken up by the HRM managers or any other leads in the company.
However, they are not responsible for implementing any beneficial strategies in the company, that are important for enhancing of the overall productivity. They are considered to be working under the guidance of the company authorities such as HRM Managers, Finance managers, CEO or any important person in the company (López?Cotarelo 2018). Therefore, providing them the responsibility to implement the newly developed human resource strategic process, will not be a suitable option. In addition, various line managers will have different types of perspectives regarding the implementation process. Therefore, the risk of conflict occurring will be high, which also has a chance to put the company under a severe crisis.
On the other hand, if the overall responsibility is given to the HRM manager, there are high chances that the manager will follow the authoritative approach towards the employees, in order to manage them in the future (Yusliza, et al., 2019). Therefore, appropriate theories and approaches are required to incorporate in the process, in order to prevent any conflict or crisis from occurring. In this type of situation, the Human relations Theory can be applied, in order to focus on the working conditions of the employee (Van Waeyenberg and Decramer, 2018). The main purpose of the strategies that are going to be implemented in the company are to benefit the employees, by mitigating their issues, fulfilling their demands and providing them every facility that the employees demand. The human relations theory suggests that it is important for the company to conduct various experiments, that are efficient for creating a positive workplace environment (Kehoe, and Han, 2020). The improvement in the working conditions are beneficial for motivating the employees, because the experiments conducted by the company makes the employees feel inclusive in the work procedures of the company.
In addition, implementation of the strategic HRM is a complicated process, that requires critical steps in order to be efficient. It is important to identify the key objectives of the organisations, that are beneficial for providing success to the company (Yusliza, et al., 2019). Following it is required to analyse the internal HR capacity of the organisation, and the future Human Resource requirements of the company. the main step is execution, appropriate knowledge and skills are required. According to the management experts, it is mentioned that in order to execute and monitor the strategic implementation process, a skilled and knowledgeable person is required. The HRM manager are experienced in this field, as they have previously implemented strategies that has efficiently increased the effectiveness of the employees in the organisations (Kulkarni, Mutkekar and Ingalagi 2020). Therefore, it can be considered that the line managers are not knowledgeable in terms of implementing human resource strategies that are beneficial for enhancing the working conditions of the organisation.
Strategic management has the purpose of analysing employee needs that are required for increasing the overall productivity of the company. Increased job satisfaction, enhanced work culture, and efficient resource management are some of the basic benefits of the strategic management (Sardi et al., 2020). Therefore, it can be considered that the un-organised implementation of the strategic management can lead towards a negative workplace environment, that can also decline the revenue rate as well as productivity rate of the company. If the responsibilities are given to the various line managers in the company, due the various types of perspectives of the line managers, the implementation process can be unorganised, which will be ultimately negative for the company.
In this type of conflict situations, the systems management theory can be applied, which suggests that the various aspects of the business should work in unified structure in the company, in order to maintain the consistency in the various work procedures (Martynyshyn et al., 2020). In the provided case scenario, it can be observed that the HRM manager can integrate the various responses of the line managers into a unified structure, which will be more beneficial in terms of implementing effective strategic management in the company. In addition, it can also be observed that line managers have different types of expertise as they belong from different fields, therefore, it becomes impossible for some of the line managers to handle the strategic management concepts. For example, a line manager belonging from the financial department will not be knowledgeable about the marketing concepts. Therefore, their perspective regarding the overall strategic management will not be effective instead of the HRM manager, who are solely responsible for carrying out this type of duties in the organisation (Martynyshyn et al., 2020).
In addition, the basic duties of the HRM managers are aligned with the strategic objectives of the company. One of the major duties of the HRM is to identify the ongoing issues of the employees, as well as the demands that they make, in order to carry out their operations effectively. Therefore, the HRM are knowledgeable regarding the workplace issues, which benefits them to create effective strategies that are helpful for mitigating this type of issues. In terms of implementation, the HRM are also knowledgeable regarding the areas that are in dire need of the strategic benefits. Therefore, in terms of suitable implementation of strategic management the HRM manager will be efficient.
Conclusion
It can be concluded from the overall discussion that, providing implementation responsibilities to the HRM manager Robert Smith will be beneficial in terms of developing effective strategic management for the future in the company. the particular reason behind these circumstances is that, the HRM manager are effectives in terms of effective and unified decisions. In addition, in terms of working experiences, the line managers are nor experienced like the HRM manager. Therefore, in terms of monitoring and executing the operations, the HRM manager will be effective, as they have more knowledge regarding the human resource strategies in order to manage and control the employees. Several theories like Human resource theory and systems management theories are relevant for application in this type of situations (Boon et al., 2019). Therefore, in order to increase the productivity and efficiency of the newly develop transport and logistics company, it will be beneficial if the responsibility of strategic management implementation is given to the HRM manager. The HRM manager will be effective in terms of distributing the responsibilities to the line managers in an organised way that are also effective for appropriate execution. In addition, fair monitoring and implementation of the progress metrics are also required that are important to check the effectiveness of the strategic management in the company. Therefore, it can be stated that the providing the implementation responsibilities to the HRM manager instead of the line managers, who handles different departs in the organisation.
References
Boon, C., Den Hartog, D.N. and Lepak, D.P., (2019). A systematic review of human resource management systems and their measurement. Journal of management, 45(6), pp.2498-2537.
Emeagwal, L. and Ogbonmwan, K.O., (2018). Mapping the perceived role of strategic human resource management practices in sustainable competitive advantage. Academy of Strategic Management Journal, 17(2), pp.1-19.
Kehoe, R.R. and Han, J.H., (2020). An expanded conceptualization of line managers’ involvement in human resource management. Journal of Applied Psychology, 105(2), p.111.
Kulkarni, P., Mutkekar, R. and Ingalagi, S., (2020). Role of strategic management for employee engagement and skill development for start-ups. Vilakshan-XIMB Journal of Management.
López?Cotarelo, J., (2018). Line managers and HRM: A managerial discretion perspective. Human Resource Management Journal, 28(2), pp.255-271.
Martynyshyn, Y., Khlystun, O., Adamoniene, R. and Dibrova, V., (2020). System Analysis in Socio-Cultural Management: Theory, Methodology and Technology.
Meyer, K.E. and Xin, K.R., (2018). Managing talent in emerging economy multinationals: Integrating strategic management and human resource management. The International Journal of Human Resource Management, 29(11), pp.1827-1855.
Sardi, A., Sorano, E., Garengo, P. and Ferraris, A., (2020). The role of HRM in the innovation of performance measurement and management systems: a multiple case study in SMEs. Employee Relations: The International Journal.
Steffensen Jr, D.S., Ellen III, B.P., Wang, G. and Ferris, G.R., (2019). Putting the “management” back in human resource management: A review and agenda for future research. Journal of Management, 45(6), pp.2387-2418.
Suryaningtyas, D., Sudiro, A., Eka, T.A. and Dodi, I.W., (2019). Organizational resilience and organizational performance: examining the mediating roles of resilient leadership and organizational culture. Academy of Strategic Management Journal, 18(2), pp.1-7.
Van Waeyenberg, T. and Decramer, A., (2018). Line managers’ AMO to manage employees’ performance: the route to effective and satisfying performance management. The International Journal of Human Resource Management, 29(22), pp.3093-3114.
Yusliza, M.Y., Choo, P.W., Jayaraman, J., Rimi, N.N. and Muhammad, Z., (2019). HR line manager’s reflections on HRM effectiveness through HR roles and role stressors. The South East European Journal of Economics and Business, 14(1), pp.34-48.
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