Line Manager Play Crucial Role in the Link Between HRM and Organisational Performance

According to CIDP definition, pull handlers atomic number 18 a double-decker who atomic number 18 responsible for an employee or scarper to a higher level of anxiety. Generally, their concern responsibilities would include people forethought, monitoring work process and etc (CIPD, 2010). Clearly, it generally be said that term managers be juxtaposed to employees and customers and occupy a key role in the general management occupation of managing people. Guest and Conways study (2004) showed that supervisory loss leadership was the strongest portion associated to organisation commitment.In other words the relationship between employees and FLMs is cardinal in influencing the employees perspectives of the support received. Purcell et al (2007) suggest that the employees opinion of their FLM leadership behaviour was directed related, where positive, to higher levels of commitment and to better aspects of job experience. Indeed, Winkler said (ND) that if an employee feel s supported by their line manager, they will feel act with and committed to their organisation. Consequently, this will improve attendance, reduce staff turnover and batten down that employees are willing to go that extra mil.Further more(prenominal), in the UK WERS (1998) notes that in the handling of employee relations issues, line managers outnumber employee relations specialists at British work stern. MacNeil (2003) reveals that line managers may play a role in capturing employees tacit knowledge, which may be able to be transferred in to limited organisational competencies. For example, Lazenbys research found that line manager behaviour has a significant electrical shock on employee commitment, which has an impact on customer commitment, which has an impact on business performance (cited Purcell, 2003).In addition, some workers mention line incapability in HR as a significant and particular(prenominal) fact contributing to explaining why they left their old jobs (Taylor, 2002). From these perspectives, it is clear to assert that line manager play a vital role in HR practices. However, in practice, there is a question arises as to which tasks they underwrite as their priority and what effects the choices they make catch in legal injury of HRM in general, and an employee well-being in particular. For example, they also get pressure on the productivity.Most importantly, they are normally in the lower layer of the management hierarchy and front managers are unlikely to have formal management education (CIDP, 2010). In other words, they seem to lack the capability to enforce HR practices well. As they are given the responsibility for performance review, Latham et al (2007) claim that line managers training is seen as more important than choice of rating system. It is clear to say that line manager generally lack the knowledge of assessment method for employees, which may have strong impact on fair performance review.However, although there are some questions about the role of line mangers in the HRM, some studies are quite positive on such questions, and note the role of line in making HR strategies come to life (Hutchinson and Purcell 2003, Purcell et al, 2003). Furthermore, in harm of HR line managers play as an important role on the implication of not only performance appraisal but also the process of learning and development. Purcell and Hutchinson (2007) believe that line managers leader behaviour is critical because their involvement in L&D leads to a wide range of benefits.For example, line manager in the best place to evaluate outcome of learning, both to the individual and the organisation (Wolff, 2007). Moreover, Line manager also be the part of induction training to support catechumens settlement. Liden et al (2004) argue that line managers also play a very important for role in socialising employees, not solely by ensuring that they understand the content of the job, but also in saving them into organisations cu lture and social network in the organisation.