Line Managers in Human Resource Development

Paper Summary:

This paper evaluates the notion that human resource development is rapidly being devolved in the hands of line managers rather than the traditional approach of the human resources department taking up the whole responsibility. It also evaluates the pros and cons of this devolvement by analysing the increasing responsibilities of both line and HR managers and critically examines the capabilities of both of them.

From the Paper:

"HRD function has come a long way from its orthodox approach where it was regarded as operational, educational in orientation, subject matter driven, jug and mug type trainer role and passive transfer of knowledge (Bratton and Gold, 1994) to a more competency-oriented perspective which includes employee, self-managed, career and organisational development (Bristow and Scarth, 1980), where it acts like a facilitator (Buckley and Caple, 1995), involving line managers and other stakeholders in the process (Sloman, 1994). Line functions are perceived as customers and the HRD function will often have an independent existence (Stuart and Long, 1985)."

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