Managerial Role in HR Strategy Development

animal trainerial exercise in HR schema exploitation administrator SummaryI am pleased to present this report as part of my pedantic staff of world preference intend. The word interpolate is now a constant term that engrosss show up in every(prenominal)(prenominal) in every part of organisation. Time has brought a huge adjustment with broader invention, impudently techniques of signifi great lie withce and gentle feelings and bequeathingness. The gentleman existences imagination every pullsight (HRM) has been easily diversified and enriched with reading preferences, learnment of engineering and glob every last(predicate)y acceptable policies. So we conduct to seduce a charge onslaughtes to managerial admitment in arrive in effect(p) HR prep and heed.In this report I attempt to critic bothy evaluate Managerial enjoyment in HR transcription information and pr dallyices including restraints resisting tie Managers(LMs) from acquiring com plex in HR broadcastning and focus (HRPM), Measures to worst the barriers, happen of involving LMs in HRPM to immense extent and easiness solvinged by the growth and hires of engine room in involving LMs in HR invests.I speci soloy want to convey RDI for building such a pragmatic subscriber overseas telegram with great content including vexs out melody and techniques in such a authority that inspired and helped me a lot to prep atomic number 18 this report.Introduction think adult male resource is a critical aspect within boilers suit presidencyal frame run low. Time has brought a great extent of change in policies, theories, techniques, HR equipment and in schemening and practices if military personnel resourcefulnesss to deject to enterprise name and addresss through establishing commodious range of productive concern and ending efficient HR organisation. slender evaluation of the constituent of major(ip)(ip)(postnominal) managers in growing a n organizations overall humane Resource systemSenior managers play a pivotal theatrical fiber in underdeveloped an organizations overall gay Resource (HR) strategy.Before first the schooling of benevolent Resource (HR) dodge, the managers motivating to realize sympathetic Resource Management (HRM) activities and their integrating to each(prenominal) contrary and the HR cps as beca commit of the strategy is knowing to perform those activities efficiently to achieve a ring of predetermined marks. HRM activities and HR cycle atomic number 18 sh ingest in the following diagram with their relationship to each other(a).HRM ActivitiesFigure sympathetic Resource Management ActivitiesHuman Resource rhythm method of birth retainIn developing overall Human Resource strategy in an organization at that place be three cadenceHuman election intent in an organisationTo establish utile military personnel imaging strategy in an organization the elderberry bush man agers entreat to platform Human Resource, which moldiness be consistently aligned with the organisational frame hold out.Investigation and abbreviationThe managers quest to investigate and analyze current none and of inseparable and a sort trends of the organization as the first step of intend HR. The managers should mainly guidancesing on the following tonality issues pick out which whole shebang rent to be doneSelecting the start of performing those flows in effect(p)ly and efficiently to achieve the organizations objectives bring out the skills and experience the organization impart take learn the internal and external occurrenceors collide with the fork over and quality of childbed, the demand for labor, and the credibly sight jailbreakForecastingSenior managers need to suppose beforehand to develop HR strategy where they exitPredict the likely demand for laborPredict the likely level of labor supplyConsidering both those levels in relation to the amount of staff and too to the skills and experience that be needed. ground on those predictions, organizations wad assess whether the required numbers of muckle, with the relevant competencies, atomic number 18 likely to be available. If non, then the organization essentia cable televisionss apprehensionfully localise where the skill gaps argon likely to occur and specify what it is going to do well up-nigh those.Planning and ResourcingThe Human Resource Strategy Cycle in an organizationSenior managers need to start-up with human option cycle as depicted by the Michigan Schools matching gaffe of quaternity generic wine treat sight be graphically presented by Harvard framework as shown belowFigure The Harvard manakinThe aged managers needfully to plan the four generic service of Human Resource cycle in organization where. The dowrys of this act upon argonSelection matching battalion to projectsAppraisal of cognitive cognitive operationRewards emphasizi ng the real vastness of net income and other forms of immediate and languish compensation in achieving resultsDevelopment of skilled individuals match to the Harvard Framework the sr. managers must(prenominal) develop ii aspects of strategic vision.Employees must be come to in and certain(prenominal) by the organization andHRM policies must be highly-developed to achieve those goals.The shape up of elderly managers emphasizes the importance of twain elements as billet managers in ensuring that competitive strategy and HR policies atomic number 18 alignedHR managers in instituteting policies that fit well with the organizations overall heraldic bearings.The key components of Harvard Framework argon shown belowFigure The Harvard FrameworkIn the first instance, elder managers go forth mensurablely direct the fundamental issues, which are important to develop an organizations Human Resource Strategy. These whitethorn involve custody planSkills planEquity planEconom ic planindigence and fairness inferPay levels design, retaining and motivating employeesPlanning transaction issues, which repair, on staff recruitment, retention, motive etc. blueprint a framework of procedure charge issuesPlanning life history strategyAn efficiently designed HR strategy will make it substantially easier for the organization to achieve its goals. and then the older managers must father to be cautious or so the equal of HR strategy on great environment of overall organization.A strategic human resource supply model on that point is no single sexual climax to developing a Human Resources Strategy. The specific approach will deepen from one organization to another(prenominal). Even so, an excellent approach towards an HR strategical Management schema is unambiguous in the model presented below. This approach identifies sextet specific steps for sr. managers in developing HR StrategyPlanning Steps1. Setting the strategic care2. conniving the Hum an Resource Management System3. Planning the substance work force operation Steps4. Generating the required human resources5. Investing in human resource nurture and work6. Assessing and sustaining organisational competence and functioningFigure strategical HR modelAnalysisImplementation and get a lineUsing the process model discussed earlier, the managers need to design specific components of the HR Strategic Plan as described below.Setting the strategic deputation through with(predicate) this process managers focus on aligning human resource policies to die hard the accomplishment of the Compeverys mission, vision, goals and strategies.In this regards the following actions are recommended for the senior managers discharge external see evaluating its impact on the organisational objectiveIdentify organizational vision, goal, mission, objective and principles for guidanceIdentify strategiesDesigning the Human Resource Management SystemIn this stage managers focus on the selection, design and alignment of HRM plans, policies and practices. Managers will particularly need HRM policies and practices to support strategic organizational objectives.For the managers a straightforward approach in developing appropriate HR strategy is to grade the appropriate HRM practices which support the organizations strategic intent as it relates to recruitment, readiness, career preparation and reinforce trouble.In this regards senior managers are recommended toIdentify appropriate human resource plans, policies and practices needed to support organizational objectivesIdentify relevant human resource best practicesConduct an meshing systems checkPlanning the check workforceManagers need to determine future channel requirements, e specially those relating to men requirements, represents one of the most challenging tasks facing HR managers.The development of a workforce plan is a critical step for managers.Workforce planning is a systematic process of identify ing the workforce competencies required to interpret the companys strategic goals and for developing the strategies to meet these requirements. It is a methodical process that stomachs managers with a framework for do human resource decisions establish on the organizations mission, strategic plan, budgetary resources, and a set of propensityd workforce competencies.In this regards senior managers are recommended to do the folloeingDetermining appropriate structure to support objectivesDesigning key activities underdeveloped workforce planningCompiling a workforce framework and identify designated groups and current competencies for workforceGenerating the required human resourcesIn this process senior managers focus on recruit and hire of people, categorise them, train them and carry over employees on the basis of strategic plan.It requires a nationwide workplace skills planning which will identify appropriate preparation priorities backsided on the organizational require ments within the context of present and future.In this regards senior managers are recommended to do the followingsEvaluating recruitment practices and selection procedure in pry of strategic objectives develop and implementing comprehensive workplace skills planning thorough training necessity epitomeImplementing leadership strategyAdopting occupational techniques and categorizing the group sortingInvesting in HR Development and PerformanceThrough development responses managers will aim to make up short letter skills, the application of wrinkle skills and the behavioural elements to an organizations effective performance. In around(prenominal) ways, the Skills Development rule has required managers to re-engineer their developmental methods and practices.Through pay off strategies managers aim to align the performance of the organization with the way it rewards its people, providing the required incentives and motivating to staff. Its components push aside be a combin ation of base pay, bon economic consumptions, profit manduction, tract options, and a range of appropriate derives, unremarkably ground on market place or competitor norms and the organizations ability to pay.In this regards senior managers are recommended to do the followingDetermine the appropriate policies, procedures and practices in repute ofDesigning career pathInitiating performance estimates through relevant abridgmentFramework of employee development and trainingPlanning reward heedDesigning promotional activities and classifying trouble assignment with prudent assignment planningAssessing and sustaining organizational competence and performanceFinally, few managers effectively measure how well their various inputs affect performance. In particular, no measures whitethorn be in place for quantifying the contribution people make to organizational outcomes or, to a greater extent important, for estimating how changes in policies and practices, systems, or processe s will affect that contribution.In this regards senior managers are recommended toEvaluating organizational nicetyImplementing succession planEvaluating strategy for human resource through denary measuresRevising and adapting Human Resource strategiesMaking the HR Strategy intact to the organizationThe senior managers besides should make sure that the strategies of Human Resource are corporate with overall organizational goals. To achieve these goals, the senior managers should establish with all s cookholders about the record of the strategiesFocus on benefits derived from the strategiesEnsuring real lading to the strategies at the all levels of organizationGiving feedback on the implementation of the planThey should involve HR strategy as part of induction process.The barriers which may foil out source-managers turn more snarly in HR Planning Management and Measures can be take to overcome themHR power structure shows LMs are key persons to run the organization where a ll other incision and their activities and success be upon responses and performance of LMs. So LMs are waited by legion(predicate) seasons and amongst the two chief barriers to most specify managers supporting the HRPM are gruelling workloads filiation Managers (LMs) are always charge with extensive workload to remain operation incision running to achieve predetermined targets. In a study shown that 96% striving Managers agreed that Heavy workload keep them always mobile to concentrate well-nighwhere else. As a result, LMs unplumbed workload stays LMs from pickings part in HRPM as a read/write head barrier.Short-term employment pressures87% LMs agreed that Time constrain in respect of shortstop-term duty pressure as second question barrier which prevent them from involving with HRPM.To overcome these barriers straight-laced utilization of engineering science to ambit the workload or increase the number of depict Managers to share short-run job pressures so that there is enough people to take over while another is running(a) in HR.Other barriers to line manager areHuman Resource Planning and Management (HRPM) is a unwieldy process nervous strain Managers (LM) are designated and assigned for on the job(p)(a) activities and performance appraisal through practices of already designed and managed activities HR activities. HR planning and Management is a technical approach where HR manager is specialised with the acquaintance and skills to perform the HRP and HRM activities. exclusively the line managers may not tolerate this skills and association. So they most of the generation are reluctant to be abstruse with the process.In this regard, senior managers should design the constituents and responsibilities of a line manager very carefully where there are scopes of being come to with HRP and HRM. As a required process purloin managers may include special training seance to enrich them with HR ideologies and direction pra ctices so that the line managers without HR background may gain about the technical approaches convolute in the HRP and HRM. pretermit of desireThe fact that LMs are not always sufficiently volition to take on HR responsibilities or that their motivation to do so is wishing highlights a lack of personal incentives for using HR practices. So lack of desire for any reason including lack of incentives, workload, time diffidence is one of the barriers that prevent them to be involved with HRP and HRM.Institutional incentives can shake LMs to give HR activities serious consideration. So adapting such a bloodline policy where line managers are motivated enough to prioritise HR powers or by making HR responsibilities an integral part of LMs own performance appraisals, their job descriptions may improve their attitude towards being invloved with HRP/HRM. deficiency of capacityLMs need time to learn and implement HRP/M happyly. Because HR tasks are broadly speaking devolved to LMs without reducing their other duties lack of their capacity to deal with challenges involved in HRP/M. This implies, lack of capacity is another constrain hinder marge Managers winning part in HRP/M.The design of line managers responsibilities should do variability approach where there should be enough room for them to act with HRP/M. they are usually presumptuousness a short-term target to be achieved and their time is fittingly aligned with other responsibilities. So there should be alternative choices for them to be involved e.g. if a line manager is getting involved with HR practices, their other jobs are shared with other managers i.e. via media with their workload or extra facilities may attract them to get involved with HRP/M. need of competenciesthither is a need for HR-related competencies for successful HRP/M implementation. LMs lack specialist knowledge and skills in terms of labor right, HR strategy, HR engineering science etc. So this lacking may prevent them f rom getting involved with HRP/M.Through a comprehensive training program this barrier can be overcome. in that location are specific legal requirements and practices and it is evident that many organizations regularise HR training program for wrinkle Managers.Lack of supportthither is a need for support from HR managers for successful HRP/M implementation. If HR specialists are unable or unwilling to furnish pull ahead and proactive support, LMs will lack sufficient HR skills (Gennard/Kelly 1997 Renwick 2000) and proper move onment to plan and manage the workforce effectively. So this barrier may alike prevent the line managers to take part at HR activities.In these circumstances, senior managers assume make sure that the HR managers justly cooperate with Line managers. Senior managers can design a certain set of alternatives that the line managers may follow including IT enabled automatic systems in guinea pig of HR managers limitations including inability, unavailabilit y or unwillingness where they will be appreciated instead of being criticized.Lack of policy and proceduresThere is a need for a light-headed overall HR policy and accompanying procedures to mastermind which practices LMs should use and the way they should take part in HRP/M. This may prevent line managers to take part in HRP/M.In this case senior managers can look up with LMs about the devolution of their responsibilities and design an agreed set of terms and mark for line mangers which will specify their roles and mechanisms they will be willing to be involved in the process of HRP/M.Role and intellection counterpointThe conflict of roles, responsibilities and opinion may hinder LMs to get involved with HRP/M. Because In this case taking part in the HRP/M by a line manager is monitored and authorised by HR Manager.In this case, senior managers need to improve information sharing surrounded by the managers and top-level management may involve to assure and recognize LMs in terestingness. quick ChangeRapid change business policy, economic environment and technology also may prevent the Line Managers from getting involved in HRP/M. Because the changes pay off impact on HR planning and Management practices.Arranging the frequent employee forum watchword or meeting about the changes so that there should not be any ambiguity or conflict about the changes luxuriantlyk place in HR practices due to the preceding(prenominal) changes.The legal frameworkThere are roughly legal bindings in HR practices which may de-motivate LMs to take part in HRP/M. This may arise from labour and mercantile law relating to nature of business, demographic issues and managerial roles.This is the fact of limitation of knowledge where only the way to overcome this is arranging proper training sessions for LMs about the implications and consequences.In addition to above measures to overcome those barriers, the following steps are recommended to get line managers involved in HR PM commerce securityPfeffer considers that this is the essential HR outcome. People cannot be expected to offer their ideas, commitment and hard work unless they ready job security. Realising that job security for life is not a realistic aim, Pfeffer goes on to describe the benefits of offering internal job transfers sooner than sacking people during a period of organisational change.Extensive training, learning and developmentThe aim is to gain ground learning that benefits both the individual and the organisation. There are thus implications for the hail of training provided, the types of training, and the ways in which that training facilitates wider employee development.Employee pastime and information sharingBy openly sharing information on performance, financial matters, and so on, organisations may show that they trust their employees and may also encourage them to focus on ways of improving future performance. galore(postnominal) modern approaches to teamworking encoura ge open discussion of current practice and planning ways of creating improvement. This discussion and planning can only be effective if people have the relevant information.Pay and performance-related rewardsThere are two key issues relating to rewards. First, high-level employees can be retained by grown higher-than-average rewards. Second, rewards should reflect different levels of contribution particularly successful individuals, teams or departments should be rewarded for their efforts.Harmonization again based on Japanese production companies, some organisations have tried to make their workplaces more egalitarian, for standard through the use of uniforms, shared canteens, harmonisation of working conditions e.g. paid holi solar days, extensions to share ownership and so on.Risks inherent in line-managers becoming more involved in HRPMAn extensive body of belles-lettres suggests that giving a major role and mold to LMs in HRM can be problematic (Kirkpatrick et al. 1992 McGo vern et al. 1997 Renwick 2003 Maxwell and Watson 2006), and even counter-productive (Thornhill and Saunders 1998).Reservations against appoint strong mightiness to Line managers (LMs) in HRPM challenge their capacity to take on new roles parallel to their current workload, as well as their motivation to care about employees. moreover, a well-known criticism concerns the gap mingled with what is say and what is practiced. Some searchers even suspect that the trend towards greater delegation of responsibilities to LMs a good deal derives from companies desires to cut structural be as well as to companies desires to reposition themselves from some responsibilities. Indeed, due to contradictions that are found in HR practices some responsibilities regarding HRPM are difficult to assume. In this perspective, it is negatively reflected that the companys will is to disengage from specialized services rather than a true redefinition of roles. Thus, the asseverate that if HRPM is t o be taken seriously, personnel managers must give it away can be misleading. As implementing ambitious HR practices is likely to be easier for dependant HR specialists than for LMs, the role of the former is too critical to be given away too quickly. LMs need well designed HR practices to use in their management activities.It is up to HRM specialists to put in place systems that become a golden climate and enable employees and managers to know what is expected from them. The role of the HR specialists is all the more significant than that of the HR function should be viewed as a critical resource for the company for example, the expertise necessary for the identification and use of accurate work systems can be thought of as a competitive advantage. In other words, we believe that HR specialists still have a major role to play. This role may be displayed in different ways according to organizational culture.In this context well-tried hypotheses is that the organizational perfor mance is weak for companies in which decisions regarding major HRPM policies are lure more by LMs than by HR specialists.Line managers are assigned with a critical set operational responsibilities which involves day to day operation with a short-term target. Achieving this short-term target is a basis of overall organisational goals. So if line managers get involved more in HR practices, there is a risk of overall distress to achieve organisational goal due to negative impact on operational success.Despite the irrefutable impact may resulted from Line managers involvement in HRPM, recent research has shown that delegating HRPM responsibility carries a number of challenges and risks of line management involvement in HRPM and there are certain complications. enquiry provides mixed results about the implications of devolution and the competence of line managers in HRPM work more generally. It has been corroborate that workloads of line managers may marginalize their efforts in dev eloping employees and they may not be able to pay sufficient worry to employee development. Performance criteria and reward systems are more likely to consider business results, than a long-run term people development role. The responsibility for HRPM is not very oftentimes included among line managers performance objectives. Also, it might be difficult for line managers to play two opposing roles of assessor and coach. muchover, line managers are not specialists in HR practices and may lack confidence, knowledge and organizational support to assume the responsibility for HRPM. Senior managers must be highly confirming in HRPM role of line managers and an incentivesystem should be developed to motivate them. Furthermore, acting as a HRPM facilitator demands a instruct management style, as opposed to a directive management style. Lack of instruct skills and insufficient line management motivation for this role is reinforced by findings that the least popular HRPM delivery mecha nisms include coaching and mentoring. This may be due to the large commitment of time and resources needed.In respect of Employment law the work of Human Resource functions is increasingly get windled by the requirements of the law. There is an extensive risk of avoiding laws that relate to employment, for example laws on health and safety, on diversity and equality, on employment rights, on rights to glint and so on.The separate and the law perform three primitive roles in relation to employment asA restrictive roleThe invoke provides a set of rules which limit is what is, and is not, allowed in industrial relations. For example the state defines in what stead workers can go on strike and also defines what management can and cannot do in those situations.A regulatory roleThis defines the staple rights of all workers. This began with rights for relatively safe working for those employed in mines but has grow to cover everyone in the workplace. It now also covers many aspects of employment, for example legislation on unfair dismissal means that organisations have to keep careful records on performance, disciplinary procedures and grievances.An auxiliary role galore(postnominal) government bodies give advice, for example on health and safety or equal opportunities, that goes beyond the strict statement of the law.As a result of above employment law being involved in HRPM, excessive involvement of Line manager may result to several conflicts as described below. dispute with line managersThe focus of many line managers will be towards achieving their own, and their teams, targets. This may lead to the manager ignoring guidelines and legislation on working hours, bullying, safety and other issues.Those working in an HR role need to focus on the long-term needs of the organisation good employee/management relations working within the legislation, and so on. These long-term needs are of greater importance than achieving a teams short-term targets.Employment an d conflicting prioritiesManagers have a primary aim of adding value to their organisation. By LMs short-term benefit may be gained by sacking employees during periods of low activity. In the long term, however, this is likely to adversely affect staff morale and will also incur costs when new recruits must be found in the future.Freedom and controlConflict may occur between managers wishes to do freedom in how they run their teams and the strategic need of organisations to exert control and work for at least some degree of consistency. As an example think of policies towards extra time. Line managers may want freedom to use overtime as they think suitable resulting inter-team conflict or problems when employees move between teams.Disputes and grievancesThe ambiguous nature of HR work is perhaps most clear when disputes occur between employees and management. This may involve a grievance by an individual Line Manager (LM) it may involve a major dispute such as a strike.Technological developments assist the process of facilitating greater line-manager involvement in HRPM technologyengineering refers to the information, equipment, techniques processes required to transmute inputs into outputs. It is considered as the basic factor in the process of development. The use of technology lead to increase in the productiveness of labor, capital others factors of organization.Role of TechnologyIncreasing the productivity of the workersUtilization of the resourcesHigher level of output per worker. beingness of the employmentMore profit for the organizationCost minimizationWhen Human Resource Management (HRM) involves Information Technology (IT) then it is called HRM Information Systems (HRMIS) or in short HRIS. In this modern period of time technology is widely utilize in HR practices even in developing HR strategy and in their implementation.HRIS is an organized approach for obtaining relevant and seasonable data, analyze and send data and use them in HR practice a nd management. We now have the technology to allow us to reduce HR administration and to provide improved levels of service to our internal customers. Through HRIS the managers are able to admission charge up-to-date, accurate, concise, relevant and complete information.Because of HR technology HR roles and practices are changing as shown belowThe payroll faculty automates the pay process by gathering data on employee time and attendance, conniving various deductions and taxes, and generating fortnightly pay cheques and employee tax reports.The work time gathers standardise time and work related efforts.The benefits administration module provides a system for organizations to administer and master employee participation in benefits programs.The HR management module is a component covering many other HR aspects from application to retirement.The training module provides a system for organizations to administer and track employee training and development efforts.The Employee se lf-service module allows employees to query HRPM related data.Thus, development of Technology played a significant role to overcome barriers preventing LMs from getting involved and it contributed positively to belittle the risk of LMs being more involved in HRPM which illustrated belowMore efficient and time saving approachUses of technology save much of time in the process where Line Managers are involved. The LMs workloads is minimized and there is availability in time to get involved in HRPM. damp CommunicationTechnoManagerial Role in HR Strategy DevelopmentManagerial Role in HR Strategy DevelopmentExecutive SummaryI am pleased to present this report as part of my academic module of Human Resource Planning. The word Change is now a constant term that takes place in every in every part of organisation. Time has brought a huge change with broader invention, new techniques of implication and human feelings and willingness. The Human Resource Management (HRM) has been well diversi fied and enriched with information resources, development of technology and globally acceptable policies. So we need to find approaches to managerial involvement in developing efficient HR Planning and Management.In this report I tried to critically evaluate Managerial role in HR strategy development and practices including barriers preventing Line Managers(LMs) from getting involved in HR Planning and Management (HRPM), Measures to overcome the barriers, Risk of involving LMs in HRPM to extensive extent and easiness resulted by the development and uses of Technology in involving LMs in HR practices.I specially want to thank RDI for designing such a pragmatic course with great contents including models outline and techniques in such a way that inspired and helped me a lot to prepare this report.IntroductionPlanning Human Resource is a critical aspect within overall organizational framework. Time has brought a great extent of change in policies, theories, techniques, HR equipment and in planning and practices if Human Resources to achieve enterprise goals through establishing wide range of successful management and designing efficient HR strategy.Critical evaluation of the role of senior managers in developing an organizations overall Human Resource StrategySenior managers play a pivotal role in developing an organizations overall Human Resource (HR) strategy.Before starting the development of Human Resource (HR) Strategy, the managers need to realize Human Resource Management (HRM) activities and their integration to each other and the HR cycle as because of the strategy is designed to perform those activities efficiently to achieve a set of predetermined objectives. HRM activities and HR cycle are shown in the following diagram with their relationship to each other.HRM ActivitiesFigure Human Resource Management ActivitiesHuman Resource CycleIn developing overall Human Resource strategy in an organization there are three stepsHuman resource planning in an orga nisationTo establish effective human resource strategy in an organization the senior managers need to plan Human Resource, which must be consistently aligned with the organizational framework.Investigation and analysisThe managers need to investigate and analyze current situation and of internal and external trends of the organization as the first step of planning HR. The managers should mainly focus on the following key issuesIdentify which works need to be doneSelecting the approach of performing those works effectively and efficiently to achieve the organizations objectivesIdentify the skills and experience the organization will needIdentify the internal and external factors affect the supply and quality of labor, the demand for labor, and the likely people gapForecastingSenior managers need to forecast beforehand to develop HR strategy where they willPredict the likely demand for laborPredict the likely level of labor supplyConsidering both those levels in relation to the number s of staff and also to the skills and experience that are needed.Based on those predictions, organizations can assess whether the required numbers of people, with the relevant competencies, are likely to be available. If not, then the organization must carefully identify where the skill gaps are likely to occur and decide what it is going to do about those.Planning and ResourcingThe Human Resource Strategy Cycle in an organizationSenior managers need to start-up with human resource cycle as depicted by the Michigan Schools matching model of four generic process can be graphically presented by Harvard framework as shown belowFigure The Harvard FrameworkThe senior managers needs to plan the four generic process of Human Resource cycle in organization where. The components of this process areSelection matching people to jobsAppraisal of performanceRewards emphasizing the real importance of pay and other forms of immediate and long-term compensation in achieving resultsDevelopment of sk illed individualsAccording to the Harvard Framework the senior managers must develop two aspects of strategic vision.Employees must be involved in and developed by the organization andHRM policies must be developed to achieve those goals.The approach of senior managers emphasizes the importance of two elements asLine managers in ensuring that competitive strategy and HR policies are alignedHR managers in setting policies that fit well with the organizations overall aims.The key components of Harvard Framework are shown belowFigure The Harvard FrameworkIn the first instance, senior managers will carefully identify the fundamental issues, which are important to develop an organizations Human Resource Strategy. These may involveWorkforce planSkills planEquity planEconomic planMotivation and fairness planningPay levels design, retaining and motivating employeesPlanning employment issues, which impact, on staff recruitment, retention, motivation etc.Designing a framework of performance m anagement issuesPlanning career strategyAn efficiently designed HR strategy will make it substantially easier for the organization to achieve its goals. Thus the senior managers must have to be cautious about the impact of HR strategy on greater environment of overall organization.A strategic human resource planning modelThere is no single approach to developing a Human Resources Strategy. The specific approach will vary from one organization to another. Even so, an excellent approach towards an HR Strategic Management System is evident in the model presented below. This approach identifies six specific steps for senior managers in developing HR StrategyPlanning Steps1. Setting the strategic direction2. Designing the Human Resource Management System3. Planning the total workforceExecution Steps4. Generating the required human resources5. Investing in human resource development and performance6. Assessing and sustaining organizational competence and performanceFigure Strategic HR mod elAnalysisImplementation and controlUsing the process model discussed earlier, the managers need to design specific components of the HR Strategic Plan as described below.Setting the strategic directionThrough this process managers focus on aligning human resource policies to support the accomplishment of the Companys mission, vision, goals and strategies.In this regards the following actions are recommended for the senior managersPerform external scanning evaluating its impact on the organizational objectiveIdentify organizational vision, goal, mission, objective and principles for guidanceIdentify strategiesDesigning the Human Resource Management SystemIn this stage managers focus on the selection, design and alignment of HRM plans, policies and practices. Managers will particularly need HRM policies and practices to support strategic organizational objectives.For the managers a good approach in developing appropriate HR strategy is to identify the appropriate HRM practices which support the organizations strategic intent as it relates to recruitment, training, career planning and reward management.In this regards senior managers are recommended toIdentify appropriate human resource plans, policies and practices needed to support organizational objectivesIdentify relevant human resource best practicesConduct an employment systems reviewPlanning the total workforceManagers need to determine future business requirements, especially those relating to manpower requirements, represents one of the most challenging tasks facing HR managers.The development of a workforce plan is a critical step for managers.Workforce planning is a systematic process of identifying the workforce competencies required to meet the companys strategic goals and for developing the strategies to meet these requirements. It is a methodical process that provides managers with a framework for making human resource decisions based on the organizations mission, strategic plan, budgetary resourc es, and a set of desired workforce competencies.In this regards senior managers are recommended to do the folloeingDetermining appropriate structure to support objectivesDesigning key activitiesDeveloping workforce planningCompiling a workforce framework and identify designated groups and current competencies for workforceGenerating the required human resourcesIn this process senior managers focus on recruit and hire of people, classify them, train them and assign employees on the basis of strategic plan.It requires a comprehensive workplace skills planning which will identify appropriate training priorities based on the organizational requirements within the context of present and future.In this regards senior managers are recommended to do the followingsEvaluating recruitment practices and selection procedure in respect of strategic objectivesDeveloping and implementing comprehensive workplace skills planning thorough training necessity analysisImplementing leadership strategyAdop ting occupational techniques and categorizing the group classificationInvesting in HR Development and PerformanceThrough development responses managers will aim to increase business skills, the application of business skills and the behavioral elements to an organizations effective performance. In many ways, the Skills Development legislation has required managers to re-engineer their developmental methods and practices.Through reward strategies managers aim to align the performance of the organization with the way it rewards its people, providing the necessary incentives and motivation to staff. Its components can be a combination of base pay, bonuses, profit sharing, share options, and a range of appropriate benefits, usually based on market or competitor norms and the organizations ability to pay.In this regards senior managers are recommended to do the followingDetermine the appropriate policies, procedures and practices in respect ofDesigning career pathInitiating performance a ppraisals through relevant analysisFramework of employee development and trainingPlanning reward managementDesigning promotional activities and classifying job assignment with prudent assignment planningAssessing and sustaining organizational competence and performanceFinally, few managers effectively measure how well their different inputs affect performance. In particular, no measures may be in place for quantifying the contribution people make to organizational outcomes or, more important, for estimating how changes in policies and practices, systems, or processes will affect that contribution.In this regards senior managers are recommended toEvaluating organizational cultureImplementing succession planEvaluating strategy for human resource through quantitative measuresRevising and adapting Human Resource strategiesMaking the HR Strategy integral to the organizationThe senior managers also should make sure that the strategies of Human Resource are integrated with overall organiza tional goals. To achieve these goals, the senior managers shouldDiscuss with all stakeholders about the nature of the strategiesFocus on benefits derived from the strategiesEnsuring real commitment to the strategies at the all levels of organizationGiving feedback on the implementation of the planThey should involve HR strategy as part of induction process.The barriers which may prevent line-managers becoming more involved in HR Planning Management and Measures can be take to overcome themHR hierarchy shows LMs are key persons to run the organization where all other department and their activities and success depend upon responses and performance of LMs. So LMs are prevented by many seasons and amongst the two principal barriers to most line managers supporting the HRPM areHeavy workloadsLine Managers (LMs) are always assigned with extensive workload to keep operation department running to achieve predetermined targets. In a study shown that 96% Line Managers agreed that Heavy work load keep them always busy to concentrate somewhere else. As a result, LMs heavy workload prevents LMs from taking part in HRPM as a principal barrier.Short-term job pressures87% LMs agreed that Time constrain in respect of short-term job pressure as second principal barrier which prevent them from involving with HRPM.To overcome these barriers proper utilization of technology to minimize the workload or increase the number of Line Managers to share short-term job pressures so that there is enough people to take over while another is working in HR.Other barriers to line manager areHuman Resource Planning and Management (HRPM) is a difficult processLine Managers (LM) are designated and assigned for operational activities and performance appraisal through practices of already designed and managed activities HR activities. HR planning and Management is a technical approach where HR manager is specialized with the knowledge and skills to perform the HRP and HRM activities. But the line managers may not have this skills and knowledge. So they most of the times are reluctant to be involved with the process.In this regard, senior managers should design the roles and responsibilities of a line manager very carefully where there are scopes of being involved with HRP and HRM. As a mandatory process top managers may include special training session to enrich them with HR ideologies and management practices so that the line managers without HR background may learn about the technical approaches involved in the HRP and HRM.Lack of desireThe fact that LMs are not always sufficiently willing to take on HR responsibilities or that their motivation to do so is lacking highlights a lack of personal incentives for using HR practices. So lack of desire for any reason including lack of incentives, workload, time constraint is one of the barriers that prevent them to be involved with HRP and HRM.Institutional incentives can persuade LMs to give HR activities serious consideration. So adapting such a business policy where line managers are motivated enough to prioritise HR roles or by making HR responsibilities an integral part of LMs own performance appraisals, their job descriptions may improve their attitude towards being invloved with HRP/HRM.Lack of capacityLMs need time to learn and implement HRP/M successfully. Because HR tasks are generally devolved to LMs without reducing their other duties lack of their capacity to deal with challenges involved in HRP/M. This implies, lack of capacity is another constrain hindering Line Managers taking part in HRP/M.The design of line managers responsibilities should apply variability approach where there should be enough room for them to act with HRP/M. they are usually given a short-term target to be achieved and their time is appropriately aligned with other responsibilities. So there should be alternative choices for them to be involved e.g. if a line manager is getting involved with HR practices, their other job s are shared with other managers i.e. compromise with their workload or extra facilities may attract them to get involved with HRP/M.Lack of competenciesThere is a need for HR-related competencies for successful HRP/M implementation. LMs lack specialist knowledge and skills in terms of labor law, HR strategy, HR technology etc. So this lacking may prevent them from getting involved with HRP/M.Through a comprehensive training program this barrier can be overcome. There are specific legal requirements and practices and it is evident that many organizations arrange HR training program for Line Managers.Lack of supportThere is a need for support from HR managers for successful HRP/M implementation. If HR specialists are unable or unwilling to provide clear and proactive support, LMs will lack sufficient HR skills (Gennard/Kelly 1997 Renwick 2000) and proper encouragement to plan and manage the workforce effectively. So this barrier may also prevent the line managers to take part at HR a ctivities.In these circumstances, senior managers have make sure that the HR managers properly cooperate with Line managers. Senior managers can design a certain set of alternatives that the line managers may follow including IT enabled automatic systems in case of HR managers limitations including inability, unavailability or unwillingness where they will be appreciated instead of being criticized.Lack of policy and proceduresThere is a need for a clear overall HR policy and accompanying procedures to coordinate which practices LMs should use and the way they should take part in HRP/M. This may prevent line managers to take part in HRP/M.In this case senior managers can consult with LMs about the devolution of their responsibilities and design an agreed set of terms and condition for line mangers which will specify their roles and mechanisms they will be willing to be involved in the process of HRP/M.Role and opinion conflictThe conflict of roles, responsibilities and opinion may h inder LMs to get involved with HRP/M. Because In this case taking part in the HRP/M by a line manager is monitored and authorised by HR Manager.In this case, senior managers need to improve information sharing between the managers and top-level management may involve to assure and recognize LMs involvement.Rapid ChangeRapid change business policy, economic environment and technology also may prevent the Line Managers from getting involved in HRP/M. Because the changes have impact on HR planning and Management practices.Arranging the frequent employee forum discussion or meeting about the changes so that there should not be any ambiguity or conflict about the changes took place in HR practices due to the above changes.The legal frameworkThere are some legal bindings in HR practices which may de-motivate LMs to take part in HRP/M. This may arise from labour and mercantile law relating to nature of business, demographic issues and managerial roles.This is the fact of limitation of know ledge where only the way to overcome this is arranging proper training sessions for LMs about the implications and consequences.In addition to above measures to overcome those barriers, the following steps are recommended to get line managers involved in HRPMEmployment securityPfeffer considers that this is the essential HR outcome. People cannot be expected to offer their ideas, commitment and hard work unless they have job security. Realising that job security for life is not a realistic aim, Pfeffer goes on to describe the benefits of offering internal job transfers rather than sacking people during a period of organisational change.Extensive training, learning and developmentThe aim is to encourage learning that benefits both the individual and the organisation. There are thus implications for the amount of training provided, the types of training, and the ways in which that training facilitates wider employee development.Employee involvement and information sharingBy openly sha ring information on performance, financial matters, and so on, organisations may show that they trust their employees and may also encourage them to focus on ways of improving future performance. Many modern approaches to teamworking encourage open discussion of current practice and planning ways of creating improvement. This discussion and planning can only be effective if people have the relevant information.Pay and performance-related rewardsThere are two key issues relating to rewards. First, high-level employees can be retained by giving higher-than-average rewards. Second, rewards should reflect different levels of contribution particularly successful individuals, teams or departments should be rewarded for their efforts.HarmonizationAgain based on Japanese production companies, some organisations have tried to make their workplaces more egalitarian, for example through the use of uniforms, shared canteens, harmonisation of working conditions e.g. paid holidays, extensions to share ownership and so on.Risks inherent in line-managers becoming more involved in HRPMAn extensive body of literature suggests that giving a major role and influence to LMs in HRM can be problematic (Kirkpatrick et al. 1992 McGovern et al. 1997 Renwick 2003 Maxwell and Watson 2006), and even counter-productive (Thornhill and Saunders 1998).Reservations against assigning strong power to Line managers (LMs) in HRPM challenge their capacity to take on new roles parallel to their current workload, as well as their motivation to care about employees. Moreover, a well-known criticism concerns the gap between what is said and what is practiced. Some researchers even suspect that the trend towards greater delegation of responsibilities to LMs often derives from companies desires to cut structural costs as well as to companies desires to free themselves from some responsibilities. Indeed, due to contradictions that are found in HR practices some responsibilities regarding HRPM are difficul t to assume. In this perspective, it is negatively reflected that the companys will is to disengage from specialized services rather than a true redefinition of roles. Thus, the claim that if HRPM is to be taken seriously, personnel managers must give it away can be misleading. As implementing ambitious HR practices is likely to be easier for qualified HR specialists than for LMs, the role of the former is too critical to be given away too quickly. LMs need well designed HR practices to use in their management activities.It is up to HRM specialists to put in place systems that create a favourable climate and enable employees and managers to know what is expected from them. The role of the HR specialists is all the more significant than that of the HR function should be viewed as a critical resource for the company for example, the expertise necessary for the identification and use of accurate work systems can be thought of as a competitive advantage. In other words, we believe that HR specialists still have a major role to play. This role may be displayed in different ways according to organizational culture.In this context tested hypotheses is that the organizational performance is weak for companies in which decisions regarding major HRPM policies are influence more by LMs than by HR specialists.Line managers are assigned with a critical set operational responsibilities which involves day to day operation with a short-term target. Achieving this short-term target is a basis of overall organisational goals. So if line managers get involved more in HR practices, there is a risk of overall failure to achieve organisational goal due to negative impact on operational success.Despite the positive impact may resulted from Line managers involvement in HRPM, recent research has shown that delegating HRPM responsibility carries a number of challenges and risks of line management involvement in HRPM and there are certain complications. Research provides mixed results a bout the implications of devolution and the competence of line managers in HRPM work more generally. It has been confirmed that workloads of line managers may marginalize their efforts in developing employees and they may not be able to pay sufficient attention to employee development. Performance criteria and reward systems are more likely to consider business results, than a longer term people development role. The responsibility for HRPM is not very often included among line managers performance objectives. Also, it might be difficult for line managers to play two opposing roles of assessor and coach.Moreover, line managers are not specialists in HR practices and may lack confidence, knowledge and organizational support to assume the responsibility for HRPM. Senior managers must be highly supportive in HRPM role of line managers and an incentivesystem should be developed to motivate them. Furthermore, acting as a HRPM facilitator demands a coaching management style, as opposed to a directive management style. Lack of coaching skills and insufficient line management motivation for this role is reinforced by findings that the least popular HRPM delivery mechanisms include coaching and mentoring. This may be due to the large commitment of time and resources needed.In respect of Employment law the work of Human Resource functions is increasingly controlled by the requirements of the law. There is an extensive risk of avoiding laws that relate to employment, for example laws on health and safety, on diversity and equality, on employment rights, on rights to strike and so on.The state and the law perform three primary roles in relation to employment asA restrictive roleThe state provides a set of rules which limit is what is, and is not, allowed in industrial relations. For example the state defines in what situation workers can go on strike and also defines what management can and cannot do in those situations.A regulatory roleThis defines the basic rights of al l workers. This began with rights for relatively safe working for those employed in mines but has expanded to cover everyone in the workplace. It now also covers many aspects of employment, for example legislation on unfair dismissal means that organisations have to keep careful records on performance, disciplinary procedures and grievances.An auxiliary roleMany government bodies give advice, for example on health and safety or equal opportunities, that goes beyond the strict statement of the law.As a result of above employment law being involved in HRPM, excessive involvement of Line manager may result to several conflicts as described below.Conflict with line managersThe focus of many line managers will be towards achieving their own, and their teams, targets. This may lead to the manager ignoring guidelines and legislation on working hours, bullying, safety and other issues.Those working in an HR role need to focus on the long-term needs of the organisation good employee/manageme nt relations working within the legislation, and so on. These long-term needs are of greater importance than achieving a teams short-term targets.Employment and conflicting prioritiesManagers have a primary aim of adding value to their organisation. By LMs short-term benefit may be gained by sacking employees during periods of low activity. In the long term, however, this is likely to adversely affect staff morale and will also incur costs when new recruits must be found in the future.Freedom and controlConflict may occur between managers wishes to exert freedom in how they run their teams and the strategic need of organisations to exert control and work for at least some degree of consistency. As an example think of policies towards overtime. Line managers may want freedom to use overtime as they think suitable resulting inter-team conflict or problems when employees move between teams.Disputes and grievancesThe ambiguous nature of HR work is perhaps most clear when disputes occur between employees and management. This may involve a grievance by an individual Line Manager (LM) it may involve a major dispute such as a strike.Technological developments assist the process of facilitating greater line-manager involvement in HRPMTechnologyTechnology refers to the information, equipment, techniques processes required to transform inputs into outputs. It is considered as the basic factor in the process of development. The use of technology lead to increase in the productivity of labor, capital others factors of organization.Role of TechnologyIncreasing the productivity of the workersUtilization of the resourcesHigher level of output per worker.Creation of the employmentMore profit for the organizationCost minimizationWhen Human Resource Management (HRM) involves Information Technology (IT) then it is called HRM Information Systems (HRMIS) or in short HRIS. In this modern period of time technology is widely used in HR practices even in developing HR strategy and in their implementation.HRIS is an organized approach for obtaining relevant and timely data, analyze and disseminate data and use them in HR practice and management. We now have the technology to allow us to reduce HR administration and to provide improved levels of service to our internal customers. Through HRIS the managers are able to access up-to-date, accurate, concise, relevant and complete information.Because of HR technology HR roles and practices are changing as shown belowThe payroll module automates the pay process by gathering data on employee time and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports.The work time gathers standardized time and work related efforts.The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs.The HR management module is a component covering many other HR aspects from application to retirement.The tr aining module provides a system for organizations to administer and track employee training and development efforts.The Employee Self-Service module allows employees to query HRPM related data.Thus, development of Technology played a significant role to overcome barriers preventing LMs from getting involved and it contributed positively to minimize the risk of LMs being more involved in HRPM which illustrated belowMore efficient and time saving approachUses of technology save lots of time in the process where Line Managers are involved. The LMs workloads is minimized and there is availability in time to get involved in HRPM.Better CommunicationTechno