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1、LINEMANAGERSANDHUMANRESOURCEDEVELOPMENT31LinemanagersandhumanresourcedevelopmentNoreenHeratyandMichaelMorleyThereisevidenceofsomedevolvementoftraininganddevelopmentresponsibilitiestolinemanagersIntroductionOrganizationally,itisnowwidelybelievedthatThisarticlefocusesononeo
2、fthekeystakeholderswithinresponsibilitiesshouldbelocatedwithlinemanagementthehumanresourcedevelopmentprocess–thelineratherthanspecialistfunctionsandthusthereispressuremanager.Thearticlebeginswithaconsiderationofthetoincludethemanagementofthehumanresourceinlinegeneraltrend
3、towardsdevolvementofhumanresourcemanagementresponsibilities.Thereisevidenceofthisactivitiestolinespecialists.Itthenexaminesissuestrendinallaspectsofmanagementtopullresponsibilitiesinvolvedindevolvingtraininganddevelopmenttotheoutfromthecentretowardstheoperationalunitofthe
4、line,withspecificemphasisonthepotentialproblems.organization[3].ThereisadiscussionofrecentempiricalevidenceoftheextentofdevolvementwithintheHRDfield.ThearticleTherationaleunderlyingthisshiftfromthecentrerelatesconcludeswithadiscussionofissuesthatorganizationstotheissueofe
5、ffectivenessandefficiency.ThetransferofshouldconsiderwhendevolvingHRDfunctions.authorityfromthecentretotheperipheryaimstoformalizelocalizedinitiativestoovercometheshortcomingsofslowcentralpoliciesandreducetheAtrendtowardsdevolvementnumberofpersonsinvolvedinthealteringofpo
6、liciesthatpertaintothelocalunit[6].AmongthekeyforcesTheHRDliteratureisdominatedbyresearchstudiesintopromotingdevolvementareorganizationalchangeandtheroleoftheeffectivetrainer.Theroleofthelinetransformation(associatedwiththeapplicationofnewmanagerisrelegatedtothatofaclient
7、,amonitorofsub-methodswhicharemorework-andaction-based,ratherordinates'performancewithanoverviewofon-the-jobthanoff-the-joborsystem-based),increasingcompetitiontrainingcuminductionfornewmembersoftheteam.andglobalization(whichbringwiththemmoreadvancedAboveallelsethough,the
8、linemanagerisperceivedasatechnologies,decreasedproductioncosts,lowerconsumerbuyerofservices(seeA
