According to French and Rees (2016), a line manager is a person that supervises or manages the work performance of people under him or her; however, he or she does not have any intervention in the profit or loss, budget, purchasing, strategic planning and so on. A line manager is an immediate boss who is someone that has direct authority over his or her subordinates in the workplace. A line manager is held responsible or accountable for the action of his or her subordinates. As opined by Thomson, Thomson and Arney (2015), the line manager is someone subordinates report to him or her in a hierarchical firm. Line managers also popularly known as direct managers. Examples of line managers including but not limited to supervisors, team leaders, etc.
The main purpose of this report is to critically evaluate the changing role of line managers. This will be assessed in relation to the management and leadership of employees, and in change management. The study will also critically evaluate the relationship between individual performance and organisational policies. This will be done using relevant academic theories and models.
Line Manager’s role in the management and leadership of employees
Definitions of a line manager
There are many definitions of a line manager. As stated by Op de Beeck, Wynen and Hondeghem (2016), a line manager is someone who has the direct managerial responsibility for an individual or employee. According to Mat and Barrett (2015), line managers are those who are involved in running and taking care of the main business activities of an organisation. As opined by Lundmark et al. (2018), a line manager is someone who acts as a mentor or a coach and tries to resolve the issue as long as it is under his or her scope of job responsibilities.
Some of the key messages those obtained from the definitions of line managers are as follows,
Line managers in contemporary times have many jobs to perform. They take many forms to perform diverse roles such as influencing employees’ perception of their organisations, improve their performance and so the overall operational output. They assist the operations manager by acting as the mediator between managers and employees (Lawless and Trif 2016). For an example, line managers help employees understand the importance of a managerial decision being made. Few of the managerial decisions are not well received and find mixed reactions from the employees. Some of these decisions are on change management and the inclusion of diversity at the workplace. Indeed, these decisions are often criticized (Engle et al. 2017). Line managers have two options to deal with such situations. They can be responsible leaders by helping employees understand the importance of the decisions. They can also spread negativity in the teams by circulating their negative thoughts on the decision (Engle et al. 2017).
Line managers also assist the human resource management team in their various activities such as recruitment and selection. They do it numerous ways such as sharing the operations required of fresh recruitment. They provide training and support to newly recruited professionals. They also provide cross-training to employees to minimise assignment coverage gaps and ensure job rotation (Lawless and Trif 2016).
On a broader aspect, a line manager performs three roles such as contributing in the selection process, motivating employees with a range of techniques like appraisal and performance management, and mentoring and coaching the employees.
Performance management and appraisal:
Line managers as opined by Buhusayen, Seet and Coetzer (2017) have an indirect influence on the employees’ performance management. One of the areas that a line manager is concerned with is ensuring the quality performance of his or her team. As per the article, a line manager documents and analyses a huge lot of information on each one of his team members or subordinates and after filtration share these to the human resource manager. A whole lot of information communicated this way makes things easier for the human resource manager to evaluate the data. Hence, a line manager in this way can help the human resource manager in one of their core activities, which is the performance appraisal of an employee. However, as stated by Vishwakarma and Tyagi (2016) a line manager shares his or her observation of an employee. The pieces of information consist of pure data and his or her personal observation of an employee. Moreover, the pieces of data will be both subjective and objective in nature. The word ‘subjective’ is a point of concern as the observation can also be biased. As obtained from what Holt, Lang and Sutton (2016) say there is no such measure to judge whether the pieces of data shared to the HR manager are all true. This may have an impact on the overall outcome of the performance appraisal process.
Selection:
As opined by Kahm and Ingelsson (2017), a line manager has an indirect impact on the selection process for fresh hires. A line manager is aware of the skills that are required to boost the performance of his or her team. Moreover, the same will be communicated to the HR manager, which will help him or her in designing the job description. Additionally, this will also facilitate an in-depth analysis of the applicants. However, as observed by Prior et al. (2015) a line manager can have minimal intervention in the selection process. Instead, top managers’ decision can be entertained in designing the eligibility criteria for the selection process. Even if the fact as stated by Prior et al. (2015) is considered true the importance of line managers in managing people cannot be ignored. Instead, a line manager is always expected to demonstrate consistency against the list of organizational policy. At the same time, a line manager is also required to tailor its approach in a way it suits the individuals and teams.
Coaching or mentoring:
A line manager can be a good mentor or a coach for his or her team members. It is because they are aware of their team leads or subordinates. They will have a better understanding of what kind of training the selected employee needs. However, as according to Oldenhof, Stoopendaal and Putters (2016) this will happen when the line manager has sufficient amount of knowledge of the process. The effectiveness of a line manager in mentoring employees depends significantly on how a mentee open up to him or her. As observed by Rowe et al. (2017), mentees are less likely to be as honest and true while delivering responses to the questions being asked by the mentor.
A line manager manages his or her people in various ways. One of these ways is communicating and ensuring the understanding of departmental or functional goals to its people. A line manager knows the good or bad areas of their people. Based on such understanding he or she identifies ways to mentor their people (Hunt and Weintraub 2016). For example, a call center executive is struggling to hold the customers on the line and close the call effectively. The line manager on investigating the case by means of suitable technologies will be able to know the weak zones in the concerned employee. By barging live calls the line manager will be able to accumulate a few points affecting the quality of the call handling capability of the employee. Hence, the line manager will be able to provide justified feedbacks working on which the concerned employee will be able to rectify his or her weaknesses (Hunt and Weintraub 2016). However, as opined by Noe et al. (2017) it does not go the same direction all the time. Indeed, if the line manager lacks a leadership approach and association with its team members, he or she will fail to make an influence. For example, in a content writing firms team leads or line managers are mainly responsible for coordinating the reports on productivity and many other performance indicators to the management. Their daily work schedule is so hectic that they do not even get sufficient time to have regular meetings and provide valuable feedback to each one of the team members (Stochkendahl et al. 2015).
Change management gets failed sometimes due to the many barriers that it faces at the organisational level. One of these barriers is the psychological safety of employees (Cameron and Green 2015). In case the vision and objectives of the change are not well communicated, few of the employees can find this as threats to their psychological safety. If they stay in a similar situation they will end up being demoralised. This will also affect their motivation level (Mikkelsen, Jacobsen and Andersen 2017). In all these circumstances, line managers are one of those few who can play an influential role. They work closely to the people and expectedly have an understanding of what value the work holds for these people. However, not all organisations as observed by Collings, Wood and Szamosi (2018) have line managers possessing the same qualities. Line managers portraying a leadership characteristic in a change management process require a high level of interpersonal competence. Indeed, this is something that does not normally happen. Line managers are either unsure of or they lack the capability to resist the counter questions on the change process. Indeed, to encourage employees to participate in the change process they should have their questions answered and are made to understand the importance of the change. It takes a huge effort on the part of the organisational management to provide the required resources and helpline managers develop this competence (Smith and Dodds 2017). However, Gutberg and Berta (2017) disagree to the fact as presented by Collings, Wood and Szamosi (2018) and state that line managers have very limited contribution in a change process. Instead, the engagement of and supports from the middle management is identified as the top contributor to the success of any change process. Ali et al. (2019) identify that the role of line managers is crucial for any change process as they share close relationship with employees. Ali et al. (2019) support his points by stating a few very notable characteristics of line managers usually suitable for a change process. These are “Advocate”, “Resistance manager”, “Communicator”, “Liaison” and “Coach”.
Definitions of performance management and individual performance
Performance management is an organisational process or a setting created to drive the performance of employees and produce the expected outcomes (Van Dooren, Bouckaert and Halligan 2015). An organisation uses various resources and strategies to facilitate performance management. These are but not limited to such as training and development programs, performance appraisal, performance-related feedback, and rewards and recognition (Van Dooren, Bouckaert and Halligan 2015).
Individual performance is related to the employee performance managing which, the employee would become able to deliver up to his or her potentials. An individual can manage his or her performance in several ways. One of the ways is to observe the senior team member or the line-manager performing their tasks (Shields et al. 2015). In this way, an individual could see how different situations are handled, and what strategies and techniques have helped them in course of handling such situation (Tam and Oliveira 2016). Moreover, the steps that were being followed to reach to the strategies and techniques being implemented could also be known. The other way being the personal and professional development (PPD) programs. PPD is a strategic guide towards attaining the desired goals by overcoming the weaknesses (Kroll and Dussias 2017).
This section of the study discusses the impact of organisational policies on individual performance. Moreover, it introduces to some theories that show some kind of relationship existing between organisational policies and individual performance. There is a probable linkage between organisational policies and individual performance (Shields et al. 2015). Organisational policies as believed by Affum-Osei, Acquaah and Acheampong (2015) can be effective in managing an individual performance; however, the effectiveness of such policies will depend on how these being applied into the system and an individual reaction to these.
Anti-harassment and non-discrimination is an HR policy to prohibit and discourage practices such as discrimination and harassment in the workplace. However, as argued by Smith and Coel (2018) it lacks significant importance across global firms. Such a policy according to Jacobs and de Wet (2018) lack an utmost governing by local, state and federal provisions. According to Lola and Reyes (2017), there are various factors that affect utmost adherence to the non-discrimination and anti-harassment policy in the workplace. Some of these factors are lack of support from the local, state and federal government, ineffective monitoring of such practices in the workplace and the employers’ intent to protect its brand image from any reputational damage. As stated by Tomkowicz and Fiorentino (2017), addressing non-discrimination and anti-harassment practices in the workplace will show how the employer has performed against the issue over the years.
According to Nandi et al. (2018), attendance policy is a set of HR policies to protect unscheduled leaves and unjustified absenteeism from occurring. As stated by Childs and Grooms (2018), attendance policy does also consist of leave policies. The different kinds of leaves the leave policies govern are Privileged Leave, Casual Leave, ESI Leave as per the governance of the ESIC Act and Maternity Leave. Despite such policies being the part of the global organisational practices, these policies fail to make a significant impact in controlling the absenteeism and unscheduled leaves (Higgins, O’Halloran and Porter 2015). As observed by Rho, Yun and Lee (2015), attendance policy such as leave policies are significantly ineffective in discouraging the unwanted absenteeism from growing. Amakiri and Luke (2015) support the views of Rho, Yun and Lee (2015) by stating that employers often are not sure of the causes and extent of absenteeism as issues within their own companies. This creates a disconnect from work and therefore, inefficiency goes up. In such circumstances, employers should first identify the issues of growing absenteeism. Employee surveys and one-to-one discussion in this regard could be helpful for the purpose. Once issues have been diagnosed it needs appropriate treatment. There are various treatments like training (Imran and Tanveer 2015). The training should focus on developing personal skills like to be a disciplined employee never taking unscheduled leaves or absenteeism.
It has been identified in the above paragraph that organisational policies can influence both individual and organisational performance. This relationship can be understood from a few classical theories on ‘Neo-Human Relations’. Some of these theories are Maslow’s Hierarchy of Needs and Herzberg Motivation-Hygiene Theory.
Maslow’s Hierarchy of Needs:
According to “Maslow’s Hierarchy of Needs” if an employee is hungry and desperately needs food, he or she would not bother for the love and cares from the management (Lee and Hanna 2015).
The theory discusses the basic needs whereas the employee behaviour is very complex. There are very few companies in this world, which have policies to offer food and shelter to their employees. Google is one of those very few companies that offer food to their employees (Forbes.com 2019). However, employees do not dream of working with Google just because the company has policies for offering free foods to them. Instead, few people are fit for working in smaller-and-medium sized companies whereas many others for working in major companies. According to Shokri, Waring and Nabhani (2016), there is a pre-developed tendency in a few people to work in smaller companies whereas many others in majors. This is rightly true considering the work culture, which is very different in SMEs and major companies. There are people who prefer working alone. On the other hand, major and reputed organisations promote teamwork in the workplace. Instead, according to Sexton et al. (2017) teamwork is a growing practice across global organisations. While working in teams people have opportunities to practice and be equipped with a range of skills such as problem-solving, decision-making and innovating capability (Forbes.com 2019). The ‘Maslow’s Hierarchy of Needs’ in an unorganised manner not as shown in the theory establishes a relationship between organisational practices and individual performance.
Herzberg’s Motivation-Hygiene Theory:
Herzberg’s theory suggests that organisations should promote the motivators and reduce the level of hygiene factors to be able to drive the individual performance (Alshmemri, Shahwan-Akl and Maude 2017). One of the hygiene factors is the company’s policy for salary and working conditions. On the other hand, few important motivators are like the company’s policy for rewards and recognition (Alshmemri, Shahwan-Akl and Maude 2017).
The policy looks inapplicable to non-professional groups; however, appears as if significantly applicable to the professional groups. The theory says that organisational policy for ‘Salary’ can influence individual performance. If an organisation has the policy to offer excellent startup salary to employees and to revise it annually with good margins, this will boost the motivation level in individuals. According to Daneshkohan et al. (2015), high salaries as per the market standards apart from the company’s market image and size is one of the factors of attraction for job aspirants. However, good salaries may not produce positive results in the long-term. Apart from an excellent salary package the contemporary employees also want good working conditions. As stated by Singh (2016), demand for a good workplace environment is rising. Bronkhorst, Steijn and Vermeeren (2015) say that companies with better work policies such as good salaries and the workplace environment will have a high attraction among job aspirants.
Maslow’s Hierarchy of Needs:
According to Shihet al. (2019), the management should consider each of the levels stated in the hierarchy to drive controlled and excellent practices. Bouzenita and Boulanouar (2016) argue the views of Shih et al. (2019) and states that all levels of Maslow’s hierarchy cannot be fulfilled. The authors support their views by stating that self-esteem and self-actualisation is an outcome of knowledge and skills that an individual possesses. If an individual is highly skilled and has sufficient process knowledge, he or she will definitely possess high self-esteem and self-actualisation. As observed by King-Hill (2015), Maslow’s hierarchy offers a basic framework; however, employee behaviour is even more complex.
Herzberg’s Motivation-Hygiene Theory:
In the opinion of Yeboah and Abdulai (2016), the motivation-hygiene theory does provide a practical way to encourage employee motivation. The authors suggest that hygiene factors if not controlled with appropriate organisational practices will lead to employee dissatisfaction. As observed by Holmberg, Caro and Sobis (2018), the Herzberg’s theory counters the concept of Taylorism that supported to divide the work into its components and to facilitate removing the responsibility from individuals by means of planning and control. As argued by Hur (2018), Herzberg’s factors are largely inapplicable to non-professional groups. The author argues about the applicability of the theory in the clerical and manual group. However, Hur (2018) does not deny a fact that Herzberg’s factors are found applicable for professional groups.
Conclusion
To conclude, it can be said that the role of a line manager is not just limited to supervising its subordinates. Instead, they have multiple roles to play. A line manager can effectively contribute in developing and managing the people. A line manager understands its subordinates better than any other designated people in a company. However, the importance of a line manager depends largely on how he or she treats the diverse organisational contexts and manages their performance. Based on the chosen theories, and conceptual discussion on individual performance and organisational policies, few gaps were being identified as existing between organisational policies and its outcomes. The organisational policies such as the HRM choice of policy should be effectively aligned with the business strategies. If this could happen the business level strategies would be more than realizable for the organisations. It is because every single business strategy requires its people to contribute to it.
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