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Pakistan textile sector is by far the most important sector of the economy that is major contributor to the country and its workforce. The impact of current recession has already affected the key supplier countries of textiles including China and India. Pakistan's textile industry has to change in order to remain effective and meet the global challenges and add value to the economy.
The study is an attempt to explore and investigate what are key barriers to the successful devolvement of Human Resource Management to First Line Manager in the specific case study in Pakistan Textile industry? The study will provide analogy by comparing the views and experiences of FLMs against the HR Manager to identify the key barrier that are preventing successful devolvement of Human Resource Management to the Front Line Manager. The study also provides a constructive conclusion on the impact of devolved Human Resource on the FLMs and the organization itself followed by detailed recommendations in order to overcome the barriers. The study is an effort to extend the research, which has already been carried out about the devolved HRM and the key barriers to the successful devolvement to First Line Manager within the specific case study.
In the study to provide the readers with an in-depth knowledge, about a conceptual model which is designed to highlight the main entities that influence the Human Resource role of the First Line Manager. The process of HR devolvement to First line manager is investigated through the use of a specific case study within Pakistan Textile Industry using different qualitative methods to ensure that data collected is valid and authentic. The detailed findings of the specific case study completely confirms the validity of aspects identified as being barriers to the successful HRM to First line manager are capacity development, mentoring, coaching & support mechanism, Grievance and Disciplinary policy, Sickness/Absenteeism and overall involvement in the formulation of policies and procedures. The study concludes by recommending a list of solution in order to overcome these key barriers and ensure the successful devolvement of HR responsibilities to Front Line Manager in the specific case study.
1.1 Background to the Study
The study is an attempt to explore the key barriers, which are preventing the successful devolvement of Human resource management to Front line managers in the specific case study in Pakistan Textile Industry. The key benefit to this devolvement policy, as most of the employees will be directly accountable and answerable to Front line manager. Employees are directly accountable to FLMs on day-to-day issues and it's been agreed by different studies that they are in the best position to deliver.
The textile industry in the country is facing huge competition across the main competitors that are forcing the management of the industry to come up with a different model to compete effectively and ensure the profitability is maintained. To achieve the strategic HRM goal, the role of the people management function has had to change, moving from traditional centralized and controlling personnel management function to strategic HRM. The management in the specific case study has realized to meet the ever-changing challenges the HR has to move from an operational to strategic functions by transferring operational HR activities to the front line managers. This approach is very central to the HRM functions having a natural transition from personnel management to strategic partnership because by its very nature it releases traditional HR practitioners from their day-to-day functional roles to allow them to concentrate on value adding strategic and change management roles. When it was agreed by the top executive management in the specific case study there was a need to move away from a top down command and control model to one that was based on high involvement from the Front Line Managers. The management in the specific case study agreed that the main reason for HRM being devolved to the line was that FLMs were in the best position to adopt and deliver the most effective HRM, as they were closest to the front line staff. The devolvement of HR responsibilities creates many problems to the Line Managers and there are major barrier to the successful devolvement within the specific case study that will be investigated in-detail. There are lots of unanswered questions such as what are those key barriers that are preventing the successful devolvement policy of HR to FLMs. How FLMs will cope in the role and whether they have the capacity and support system already in-place to assist them into this new role.
There are issues that need more explanation such as the increased role of HRM responsibilities on FLMs, and what types of skill sets are required? How FLMs will react when the operational demands tend to be regarded as more important by Line Managers leading to a minimalist approach to HRM being taken who both stated that a FLMs primary responsibility is in meeting service or production goals not managing HR.
At the same time it is not clear what is the potential impact of the increased HRM responsibilities on Line Manager, and especially when it is unclear whether or not they are skilled to undertake the role and how it affects their 'day job'. For FLMs it's more important to meet operational and production goal rather than manage HR. With the significant devolution managers reported that HR responsibilities are taking more time, whether this will distract them from real work. How managers will cope with this situations and whether the specific case study will be able to provide capacity development and mentoring opportunities and involve FLMs in the formulation of policy making so that they can cope with the new role in an effective manner.
During the research the intention will be to examine different theories linked to HRM devolvement to line manager and critical comparison will be made to the specific case study. The main aim of the study will explore the barriers that are the major hurdles and prevent the HR role to be successfully devolved to First Line Managers. Also different lessons can be learnt, specific conclusion will be made based on detail investigation and recommend key solution to improve the devolvement process of HR to First Line Manager.
1.2 Objectives of the Study
The main objective of the research is to identify the key barriers that are preventing successful devolvement of HR to FLMs within the specific case study in Pakistan Textile industry. The study will provide analogy by comparing the views and experiences of FLMs against the HR Manager to identify the key barrier that are preventing successful devolvement of Human Resource Management to the Front Line Manager. The study also provides a constructive conclusion on the impact of devolved Human Resource on the FLMs and the organization itself followed by detailed recommendations in order to overcome the barriers. The study is an effort to extend the research, which has already been carried out about the devolved HRM and the key barriers to the successful devolvement to First Line Manager within the specific case study. The main aim and key objectives of the study are as follows
To explore the barriers preventing successful devolvement of Human Resource Management to First Line Manager in specific case study (in Pakistan Textile Industry).
To explore the views of FLMs regarding the key barriers those are preventing successful devolution of HR responsibilities.
To examine the views of HR Manager regarding the key barriers that are preventing successful devolution of HR responsibilities.
To review and critically compare academic literature on devolution of HR matters to FLMs.
To draw constructive conclusion by comparing and contrasting the opinion and experiences of the stakeholders (FLMs and HR Manager) on the key barriers that are preventing successful devolution of HR responsibilities to FLMs.
To formulate a list of recommendation in order to overcome the barriers for the successful devolvement of HR responsibilities to FLMs.
1.3 Justification of the Study
The key justification for the study will be based on strategic HRM theory, devolvement of HRM to the FLMs and the current HR practices within the specific case study. There are few key aspects that the study would try to explore further and provide a detail understanding to the readers. These aspects, which are essential to the successful implementation of devolved HRM to FLMS, are capacity development & training opportunities, mentoring, coaching & support mechanism available to FLMs to cope into the new role, managing difficult areas such as Grievance & Disciplinary, Sickness & Absenteeism policies and overall involvement of FLMs in the policy making for the specific case study. The study is being undertaken by the researcher who has worked in the industry and can provide detailed insight to the key issues into devolved HR to FLMS. The study is very useful because it will help the specific case study to have a detail understanding about the key barriers that are hurdles to devolvement of HR responsibilities to FLM in the specific case study.
1.4 Project Outline
The project is collection of six chapters, starting with an introduction chapter discussing the theme of the study, its main aim followed by the key objectives with the background issues related to Pakistan textile industry. Followed by this chapter contains, literature review, which tries to narrow down the study into key areas and bring depth by providing critical argument by different writers and authors about the key issues faced by the industry. This chapter is very critical for the project as it tries to compare and contrast work done by different writers and tries to explore any limitation in the publish work. The next chapter research methodology which is about the methodology of the research, explaining various features such as research approach, sample size, strategy, design, instruments and limitations undertaken for completion the project. The next chapter Presentation analysis examine the findings gathered from data collection. It further covers the problems identified as outcome of the study and analyzed with the help of literature review. The next chapter is discussion, which highlights entire finding, and also relate to the work done already. The last chapter provides key recommendation and conclusion to windup the study with key suggestion and ideas derived from the research and how to address the key problems faced in the specific case study.
In the next chapter I would like to critical review the literature and try to narrow down the study into key areas and bring depth by providing critical argument by different writers and authors about the key issues faced by the industry. This chapter is very critical for the project as it tries to compare and contrast work done by different writers and tries to explore any limitation in the publish work.