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LINE MANAGERS’ ROLE IN CONTINUOUS PROFESSIONAL DEVELOPMENT AND HUMAN RESOURCES

Yıl 2011, Cilt: 3 Sayı: 1, 39 - 48, 01.06.2011

Öz

This paper contributes to the existing knowledge by relating LM’s roles in HR roles and employee’s CPD. The study also aims to identify factors that promote LMs’ involvement in the HR roles. Based on literature, three significant factors are found to promote LMs’ involvement in HR initiatives, which are ‘desire’, ‘self-efficacy’ and ‘support’. Four key HR roles are relevant, which are; Strategic Partner, Administrative Expert, Employee Champion and Change Agent. Quantitative approach, using questionnaire is adapted to identify factors that promotes LM’s role in HR initiatives, LM’s HR roles, and its relationship, as well as its relationship with employee’s CPD. The research methodology that would be used to study the relationship between the factors and LMs’ HR role, as well as LMs’ HR role with employee CPD is Pearson Moment’s Correlation Coefficient. Therefore, the outcome of this research is the LM’s participation in HR role is higher when the promoting factors are higher, and the more the LMs participated in HR roles, the more they participated in employees’ CPD

Kaynakça

  • Asma Abdullah (1992), “The Influence of Ethnic Values on Managerial Practices in Malaysia”, Malaysian Management Review, Vol.27, No. 1, pp.3-18.
  • Bos-Nehles, A. (2010), The Line Makes The Difference: LMs As Effective HR Partners, Doctoral dissertation, University of Twente :Netherlands.
  • Cossham, A. and Fields, A. (2007), “Balancing Individuals’ Expectations and Organisational Requirements for Continuing Professional Development”, Library Review, Vol. 56, No.7, pp.573-584.
  • Gibb, S. (2003), “LM Involvement in Learning and Development: Small Beer or Big Deal?”, Journal of Employee Relations, Vol. 25, No. 3, pp.281-293.
  • Hales, C. (2005), “Rooted in Supervision, Branching into Management: Continuity and Change in the Role of First-LM”, Journal of Management Studies, Vol. 42, No. 3, pp.472 -506. Hamimah Adnan, Nurul Afidaisnaini, Norfasyiha, Fadzil Hassan and Hafizah (2007), Continuing Professional Development (CPD): A Study on the Perceptions and the Motives between Boards of Quantity Surveyors and their members, Shah Alam, Malaysia: Universiti Teknologi Mara Publications.
  • Holbeche, L. (2009), Aligning Hrs and Business Strategy, Oxford, UK: Butterworth Heinemann Publication.
  • Hunter, W. and Renwick, D. (2008), “Involving British LMs in HRM in A Small Non Profit Work Organisation”, Employee Relations, Vol. 31, No. 4, pp.398-411. Hunter, I. and Saunders, J. (2006), HR Business Partners, Farnham, Surrey: Gower Publishing Ltd.
  • Hutchison, S. and Purcell, J. (2003), “Bringing Policies to Life: The Vital Role of Front Line Managers in People Management: Executive Briefing”, London: Chartered Institute of Personnel and Development.
  • Inyang, B. J. (2010), “Strategic Human Resource Management (SHRM): A Paradigm Shift for Achieving Sustained Competitive Advantage in Organization”, International Bulletin of Business Administration, Vol. 7, pp.23-36.
  • Jones, N. and Robinson, G. (1997), “Do Organizations Manage Continuing Professional Development?”, Journal of Management Development, Vol. 16, No. 3, pp.197-207.
  • Khurana, A., Khurana, P. and Sharma, H.L. (2009), Human Resource Management, New Delhi, India: VK Publications Ltd. New Delhi.
  • Kroth, M. and Christensen, M. (2009), Career Development Basics, Alexandria, Virginia: American Society for Training and Development.
  • Larsen, H.H and Brewster, C. (2003), “Line management responsibility for HRM: what is happening in Europe?”, Journal of Employee Relations, Vol. 25, No. 3, pp.228-244.
  • McCracken, M. and Wallace, M.M. (2000), “Exploring Strategic Maturity in HRD -Rhetoric, Aspiration or Reality?”, Journal of European Industrial Training, Vol. 24, No. 5, pp.281-290. Papalexandris, N. and Panayotopoulou, L. (2005), “Exploring the Partnership between. LMs and HRM in Greece”, Journal of European Industrial Training, Vol. 29, No. 4, pp.281-291. Reilly, P.A. and Williams, T. (2006), Strategic HR: Building the Capability To Deliver, Farnham, Surrey: Gower Publishing Ltd.
  • Renwick, D. and MacNeil, C.M. (2002), “Line Manager Involvement in Careers”, Career Development International, Vol. 7, No. 7, pp.407-414.
  • The World Bank. (April 2011), Brain Drain, Bangkok, Thailand: Malaysian Economic Monitor.
  • Ulrich, D. (1997). HR Champions: The Next Agenda for Adding Value and Delivering Results, Boston, MA: Harvard Business School Press.
  • Ulrich, D. and Brockbank, W. (2005), The HR Value Proposition, Boston, MA: Harvard Business School Press.
  • Watson, S., Maxwell, G.A, and Farquhason, L. (2007), “Line Managers’ Views On Adopting HR Roles: The Case of Hilton (UK) Hotels”, Journal of Employee Relations, Vol. 29, No. 1, pp.30-49.
  • Yusliza Mohd. Yusoff, Hazman Shah Abdullah and Ramayah, T. (2009), “HR Roles Effectiveness and HR Contributions Effectiveness: Comparing Evidence from HR and Line Managers”, International Journal of Business Management, Vol. 4, No. 2, pp.158- 163.
Yıl 2011, Cilt: 3 Sayı: 1, 39 - 48, 01.06.2011

Öz

Kaynakça

  • Asma Abdullah (1992), “The Influence of Ethnic Values on Managerial Practices in Malaysia”, Malaysian Management Review, Vol.27, No. 1, pp.3-18.
  • Bos-Nehles, A. (2010), The Line Makes The Difference: LMs As Effective HR Partners, Doctoral dissertation, University of Twente :Netherlands.
  • Cossham, A. and Fields, A. (2007), “Balancing Individuals’ Expectations and Organisational Requirements for Continuing Professional Development”, Library Review, Vol. 56, No.7, pp.573-584.
  • Gibb, S. (2003), “LM Involvement in Learning and Development: Small Beer or Big Deal?”, Journal of Employee Relations, Vol. 25, No. 3, pp.281-293.
  • Hales, C. (2005), “Rooted in Supervision, Branching into Management: Continuity and Change in the Role of First-LM”, Journal of Management Studies, Vol. 42, No. 3, pp.472 -506. Hamimah Adnan, Nurul Afidaisnaini, Norfasyiha, Fadzil Hassan and Hafizah (2007), Continuing Professional Development (CPD): A Study on the Perceptions and the Motives between Boards of Quantity Surveyors and their members, Shah Alam, Malaysia: Universiti Teknologi Mara Publications.
  • Holbeche, L. (2009), Aligning Hrs and Business Strategy, Oxford, UK: Butterworth Heinemann Publication.
  • Hunter, W. and Renwick, D. (2008), “Involving British LMs in HRM in A Small Non Profit Work Organisation”, Employee Relations, Vol. 31, No. 4, pp.398-411. Hunter, I. and Saunders, J. (2006), HR Business Partners, Farnham, Surrey: Gower Publishing Ltd.
  • Hutchison, S. and Purcell, J. (2003), “Bringing Policies to Life: The Vital Role of Front Line Managers in People Management: Executive Briefing”, London: Chartered Institute of Personnel and Development.
  • Inyang, B. J. (2010), “Strategic Human Resource Management (SHRM): A Paradigm Shift for Achieving Sustained Competitive Advantage in Organization”, International Bulletin of Business Administration, Vol. 7, pp.23-36.
  • Jones, N. and Robinson, G. (1997), “Do Organizations Manage Continuing Professional Development?”, Journal of Management Development, Vol. 16, No. 3, pp.197-207.
  • Khurana, A., Khurana, P. and Sharma, H.L. (2009), Human Resource Management, New Delhi, India: VK Publications Ltd. New Delhi.
  • Kroth, M. and Christensen, M. (2009), Career Development Basics, Alexandria, Virginia: American Society for Training and Development.
  • Larsen, H.H and Brewster, C. (2003), “Line management responsibility for HRM: what is happening in Europe?”, Journal of Employee Relations, Vol. 25, No. 3, pp.228-244.
  • McCracken, M. and Wallace, M.M. (2000), “Exploring Strategic Maturity in HRD -Rhetoric, Aspiration or Reality?”, Journal of European Industrial Training, Vol. 24, No. 5, pp.281-290. Papalexandris, N. and Panayotopoulou, L. (2005), “Exploring the Partnership between. LMs and HRM in Greece”, Journal of European Industrial Training, Vol. 29, No. 4, pp.281-291. Reilly, P.A. and Williams, T. (2006), Strategic HR: Building the Capability To Deliver, Farnham, Surrey: Gower Publishing Ltd.
  • Renwick, D. and MacNeil, C.M. (2002), “Line Manager Involvement in Careers”, Career Development International, Vol. 7, No. 7, pp.407-414.
  • The World Bank. (April 2011), Brain Drain, Bangkok, Thailand: Malaysian Economic Monitor.
  • Ulrich, D. (1997). HR Champions: The Next Agenda for Adding Value and Delivering Results, Boston, MA: Harvard Business School Press.
  • Ulrich, D. and Brockbank, W. (2005), The HR Value Proposition, Boston, MA: Harvard Business School Press.
  • Watson, S., Maxwell, G.A, and Farquhason, L. (2007), “Line Managers’ Views On Adopting HR Roles: The Case of Hilton (UK) Hotels”, Journal of Employee Relations, Vol. 29, No. 1, pp.30-49.
  • Yusliza Mohd. Yusoff, Hazman Shah Abdullah and Ramayah, T. (2009), “HR Roles Effectiveness and HR Contributions Effectiveness: Comparing Evidence from HR and Line Managers”, International Journal of Business Management, Vol. 4, No. 2, pp.158- 163.
Toplam 20 adet kaynakça vardır.

Ayrıntılar

Diğer ID JA53MD77PA
Bölüm Makaleler
Yazarlar

Anubama Ramachandra Bu kişi benim

Nur Naha Abu Mansor Bu kişi benim

Norhalimah Idris Bu kişi benim

Yayımlanma Tarihi 1 Haziran 2011
Yayımlandığı Sayı Yıl 2011 Cilt: 3 Sayı: 1

Kaynak Göster

APA Ramachandra, A., Abu Mansor, N. N., & Idris, N. (2011). LINE MANAGERS’ ROLE IN CONTINUOUS PROFESSIONAL DEVELOPMENT AND HUMAN RESOURCES. International Journal of Social Sciences and Humanity Studies, 3(1), 39-48.
AMA Ramachandra A, Abu Mansor NN, Idris N. LINE MANAGERS’ ROLE IN CONTINUOUS PROFESSIONAL DEVELOPMENT AND HUMAN RESOURCES. IJ-SSHS. Haziran 2011;3(1):39-48.
Chicago Ramachandra, Anubama, Nur Naha Abu Mansor, ve Norhalimah Idris. “LINE MANAGERS’ ROLE IN CONTINUOUS PROFESSIONAL DEVELOPMENT AND HUMAN RESOURCES”. International Journal of Social Sciences and Humanity Studies 3, sy. 1 (Haziran 2011): 39-48.
EndNote Ramachandra A, Abu Mansor NN, Idris N (01 Haziran 2011) LINE MANAGERS’ ROLE IN CONTINUOUS PROFESSIONAL DEVELOPMENT AND HUMAN RESOURCES. International Journal of Social Sciences and Humanity Studies 3 1 39–48.
IEEE A. Ramachandra, N. N. Abu Mansor, ve N. Idris, “LINE MANAGERS’ ROLE IN CONTINUOUS PROFESSIONAL DEVELOPMENT AND HUMAN RESOURCES”, IJ-SSHS, c. 3, sy. 1, ss. 39–48, 2011.
ISNAD Ramachandra, Anubama vd. “LINE MANAGERS’ ROLE IN CONTINUOUS PROFESSIONAL DEVELOPMENT AND HUMAN RESOURCES”. International Journal of Social Sciences and Humanity Studies 3/1 (Haziran 2011), 39-48.
JAMA Ramachandra A, Abu Mansor NN, Idris N. LINE MANAGERS’ ROLE IN CONTINUOUS PROFESSIONAL DEVELOPMENT AND HUMAN RESOURCES. IJ-SSHS. 2011;3:39–48.
MLA Ramachandra, Anubama vd. “LINE MANAGERS’ ROLE IN CONTINUOUS PROFESSIONAL DEVELOPMENT AND HUMAN RESOURCES”. International Journal of Social Sciences and Humanity Studies, c. 3, sy. 1, 2011, ss. 39-48.
Vancouver Ramachandra A, Abu Mansor NN, Idris N. LINE MANAGERS’ ROLE IN CONTINUOUS PROFESSIONAL DEVELOPMENT AND HUMAN RESOURCES. IJ-SSHS. 2011;3(1):39-48.