ISSN 1648-2603 ● VIEŠOJI POLITIKA IR ADMINISTRAVIMAS ● 2008. Nr. 25

Line Manager Involvement in Human Resource Development

Jurgita Šiugždinienė Kauno technologijos universitetas K.Donelaičio g.20, 44239 Kaunas

Current models of human resource development (HRD) suggest that expectations about a line man- ager role in HRD are changing as are striving to make the HRD function leaner and more strategic. In this context, line managers are increasingly held responsible and accountable for human re- source development. Thus, this paper investigates the themes and implications, concerning the role of the line managers in human resource development. It also seeks to explore current developmental roles of line managers in Lithuanian government institutions and to define and discuss the factors inhibiting their greater involvement in HRD. The results of the research have revealed that line managers in government institutions of Lithuania have not assumed the responsibility for HRD. It was confirmed that it is difficult to fulfill this role, either because of their work load or lack of skills and tradition in this area. It has been also concluded that substantial investments in capacity development of the line managers and HRD specialists are needed to make sure that line managers and HRD specialists are capable of carrying out their new roles. Raktažodžiai: žmogiškųjų išteklių vadyba, žmogiškųjų išteklių vystymas, vidurinio lygmens vadovai, organizacijų vystymas. Keywords: human , human resource development, line managers, organiza- tional development.

Introduction Academic literature has suggested that line managers can play an important role in encourag- Based on Tulgan [1] current organizational en- ing employee learning and development [3 - 6]. vironment can be described as a “war for talent” The concept of line managers assuming develop- and therefore concerns about retaining talent con- mental roles such as learning facilitators or stantly increase an employees’ expectations about coaches has received considerable attention in being developed by their managers. The best peo- recent years [26]. However, the HRD literature ple are most likely to leave organizations if their remains largely theoretical and rhetorical in en- interests are not accommodated; and the main rea- couraging line managers to take this responsibil- son to leave their jobs is dissatisfaction with how ity. The reality so far is that this is the exception their skills and talents are developed, usually due to rather than real practice, since delegating HRD the poor quality of their relationship with their di- responsibility to line managers carries various rect managers [2]. In this context line managers are problems and risks, which need to be carefully becoming increasingly responsible for performing explored and seriously considered [4]. Despite the human resource developmental activities in order growing number of publications on the changing to facilitate employee learning and development. role of line manager to support HRD, there is a lack of empirical data on the actual implementa- ______tion of the idea. What do line managers actually Jurgita Šiugždinienė – Kauno technologijos universiteto do to realize their HRD responsibility? And which Viešojo administravimo katedros asistentė, socialinių factors promote or impede the performance of mokslų daktarė. their HRD tasks? Thus, there is a convincing need E. paštas: [email protected] for further research that studies the changing role Straipsnis įteiktas redakcijai 2008 m. rugpjūčio mėn.; re- and responsibilities of line manager and its impli- cenzuotas; parengtas spaudai 2008 m. rugsėjo mėn. cations for HRD.

33 Therefore, the purpose of this paper is to exam- with business strategy, or the emergence of Strategic ine the changing role and responsibilities of line Human Resource Development (SHRD). manager, as well as possible implications of greater The concept of SHRD has been explored by sev- line manager involvement in HRD. In addition, it eral authors in recent years [3; 6; 11 - 13]. It has been seeks to explore the line managers’ role in HRD in acknowledged that SHRD is a prerequisite for a Lithuanian government institutions and to define learning culture to emerge and for a learning organi- and discuss the factors which inhibit their greater zation to develop [3]. Thus, a key focus of SHRD is involvement in HRD. the establishment of strong linkages with the strategic In this article a line manager is defined as a goals of and the creation of a learning manager who is authorized to direct the work of environment and structural design, which promotes subordinates and is responsible for accomplishing learning to improve performance [3; 6; 7; 13]. SHRD organizational goals [8]. He /she is directly ac- involves the integration of HRD with business objec- countable for obtaining results through people in tives and this approach can be recognized through the his/her organization, in comparison to other em- presence of enabling characteristics, which are crucial ployees, who do not have the same level of ac- to facilitate the emergence of SHRD. The devolution countability and responsibility to senior manage- of HRD policies and practices to line managers is one ment for the work of others. of the key enabling characteristics of the SHRD sys- A comprehensive analysis of the scientific litera- tem[3; 6; 13]. The fundamental assumption is that ture was carried out for the theoretical exploration of line managers can drive HRD policies and practices, the problem. This paper also draws on the empirical which are designed to achieve the organization’s stra- data obtained via doctoral research carried in 2006 to tegic objectives through identifying, developing and substantiate the theoretical model of the Human Re- supporting the appropriate knowledge, skills, com- source Development System in the Context of Public mitment, and performance in employees [10]. Management Reform [7]. Empirical data gathered in The emergence of SHRD has significantly influ- the framework of this research were utilized to dis- enced the relationship between work and HRD ac- cuss and analyze the role of line managers in gov- tivities. In the past HRD used to be primarily associ- ernment institutions of Lithuania. Qualitative and ated with training activities, now it is becoming pre- quantitative research methods were applied in the dominately linked with learning from experience doctoral research. A quantitative survey was per- and self directed learning. It is extended to facilitat- formed to assess the enabling characteristics of the ing and supporting the learning processes within HRD system. In addition, eighteen semi-structured in organizations and teams. Learning is no longer con- depth interviews with selected experts were carried sidered as a classroom activity required to develop out to clarify and follow up on different outstanding specific skills or knowledge to enable employees to issues and details of the HRD system in selected cen- carry out specific functions, instead learning is nec- tral and local government institutions. essary to cope with the changing demands of the The article is organized into four main sections. organizational environment [5; 14]. The processes The first section briefly reviews the relevant literature of learning and working are becoming very much and conceptual framework focusing on describing the intertwined and on the job learning is stimulated as strategic context for devolving human resource re- much as possible. Informal learning is also consid- sponsibilities to line managers. The second section ered as very important learning activity. This means explores risks and benefits associated with greater that traditional training activities are no longer involvement of line managers in HRD. In the third HRD’s main product. section the main findings related to the role and re- This changing view of learning in the context sponsibilities of line managers in Lithuanian govern- of SHRD has far-reaching implications for line ment institutions are reported and the implications for managers who are expected to manage the work- practice and research are discussed. Finally, conclu- space as a place to fit learning. sions and recommendations are provided. Since HRD activities are increasingly devolved to operational managers the actual training and devel- Changing role of line manager in the context opment activities are being carried out by line man- of strategic HRD agement and employees, while HRD specialists monitor the quality and provide assistance and advice There are two distinctive features of the contem- [3; 6; 15]. Based on Nonaka and Takeuchi [16] porary HRD approach - the devolution of HRD prac- knowledge is created by line managers at the inter- tices to line managers and the integration of HRD section of the vertical and horizontal flows of infor-

34 mation within the organization and line managers petent in managing people. This can also positively should be able to identify the knowledge gaps and contribute to broader organizational change. communication problems. Furthermore, line manag- Thirdly, line managers can help to improve the ers are a key link in the learning process within or- quality of HRD interventions by closing the gap be- ganizations, and a channel through which the knowl- tween organizational performance and individual edge is transferred [19]. It is suggested that line man- performance [4; 10]. Line managers, rather than HRD agers are in a very powerful position to block or sup- specialists, are very familiar with the business context port implementation of HRD strategies and activities and both organizational and individual learning [21]. A line manager’s influence does not come from needs; therefore they should be able to address the any hierarchical authority, but from “a unique knowl- most pressing learning needs. They are closer to the edge base, and their ability to integrate both strategic daily operations and customers. This gives line man- and operating level information” [9, p.1328]. Line agers unique knowledge concerning organizational managers balance the demands of realities and needs, which can inform their under- and employees and are both the suppliers of informa- standing of the important issues and possible knowl- tion to senior managers, and the implementers of the edge gaps. Without a systematic training needs analy- decisions taken by senior managers [10]. They are in sis linked to the process it is a position of responsibility without authority to influ- unlikely that HRD will make a meaningful strategic ence senior management decision making. contribution to enhancing organizational effective- ness. Identifying training needs arising from strategic Implications of greater line manager goals, new technology and changes in the work proc- involvement in HRD ess and linking it with performance appraisal process then becomes critical at the operational level for The perception prevails that a number of bene- which a line manager is responsible. fits exist in using line managers as developers of Despite the arguments provided above, recent people [3; 4; 6; 17; 24]. The following key argu- research has shown that delegating HRD responsi- ments for devolution of HRD to line managers are bility carries a number of challenges and risks and provided by different scholars: allowing HRD de- line management involvement in HRD work is not cisions to be tailored to the real needs and circum- without complications [4; 22]. Research provides stances at the operational level; improving em- mixed results about the implications of devolution ployee relationships and the work environment; and the competence of line managers in HRD work enabling more effective decision making because more generally [18]. of the shorter lines of communication, and others. It has been confirmed that workloads of line The main advantages presented in the scientific managers may marginalize their efforts in develop- literature are summarized and discussed below. ing employees and they may not be able to pay Firstly, a line manager’s role is critical in creating sufficient attention to employee development. Per- and stimulating the appropriate work environment formance criteria and reward systems are more supportive for learning [4; 10; 17]. It requires the likely to consider business results, than a longer promotion of positive attitudes towards continuous term people development role [20]. The respon- learning, since learning is not something that happens sibility for HRD is not very often included among only during formal classroom training activities, but it line manager’s performance objectives. Also, it is an integral facet of everyday working life. A line might be difficult for line managers to play two manager is expected to encourage the individual or opposing roles of assessor and coach. team to take responsibility for how they will manage Moreover, line managers are not specialists in their own learning processes. It should happen HRD and may lack confidence, knowledge and through the provision of various opportunities for organizational support to assume the responsibility learning, for instance organizing meetings between for HRD. Senior managers must be highly suppor- employees with similar experience, creating mentor tive in HRD role of line managers and an incentive and job rotation systems, coaching, and others. system should be developed to motivate them [21]. Secondly, the research confirms that usually line Furthermore, acting as a HRD facilitator demands managers lack knowledge and competence in human a coaching , as opposed to a di- resource management [3 – 5; 10]. Therefore, greater rective management style. Lack of coaching skills line managers’ involvement in HRD activities may and insufficient line management motivation for lead to a development and transformation of the man- this role is reinforced by findings that the least agers themselves and they would become more com- popular HRD delivery mechanisms include coach-

35 ing and mentoring. This may be due to the large asked where the primary responsibility between the commitment of time and resources needed, yet HRD/training specialist and line management lies for these methods have consistently been emphasized decisions in a number of HRM/HRD areas (identifi- as critical contribution to SHRD [23]. cation of the training needs, development of training It is important to emphasize here that the de- plans, organization of training, discussion about the volvement of HRD activities to the line does not training needs, performance appraisal, career devel- mean that traditional HRD function should vanish or opment and organization of training). Predictably the be abolished. It is about increasing the role of line great majority of respondents say that responsibility managers in HRD, but not about taking over the on most issues is shared, apart from performance HRD function from the specialists. There is little appraisal, discussions on career development and reason to believe that line managers can be better organizing of training. Based on the survey results, developers than specialists’ trained in HRD [4]. The HRD specialists in Lithuanian government institu- role of HRD specialists is also changing. HRD spe- tions have primary responsibility for the organization cialists are liberated from routine administration and of training and line managers assume full responsibil- can focus on strategic and is- ity for performance appraisal and the career devel- sues. They should be recognized as HRD advisors opment of their subordinates. instead of merely HRD providers. This calls for a A majority of the respondents were not suppor- partnership between line management and HRD tive of the statements that “line managers provide specialists. HRD specialists should be able to offer advice and consult their subordinates on HRD is- regular support to line managers helping them to sues” and they did not agree with the statement analyze performance problems, assess learning “that line managers support the learning and devel- needs, develop individual learning plans and de- opment of their team members”. velop their own coaching skills [3; 12; 13]. Interviewees were a bit more positive about the However, the key question is what is ex- involvement of line managers in HRD. Expert inter- pected of line managers in relation to HRD? views revealed that line managers are supportive of Based on the scientific literature analysis five HRD activities in general (releasing civil servants to main roles of line managers in HRD have been go to training, participating in the development of a distinguished [3; 4; 6; 24]: training plan), however the level of involvement is insufficient. Twelve interviewees out of eighteen said (1) Line managers should discuss periodically that there is a lack of line manager’s involvement in the performance and the development and learning HRD and there is insufficient partnership and coop- needs of their subordinates; eration between line managers and HRD specialists, (2) Line managers should partner with HRD especially on strategic HRD issues. The interviews training specialists on strategic HRD/HRM issues; have confirmed that HRD specialists usually a not (3) Line managers should show interest and sup- involved into the performance or career related dis- port learning of their subordinates on a daily bases; cussions and line managers receive very little support (4) Line managers should train and coach their in identifying learning and development needs of subordinates; their subordinates. Furthermore, interviewees were (5) Line managers should actively participate in asked to identify the main reasons inhibiting greater HRD strategy development process. line manager’s involvement in HRD. The main rea- sons mentioned during the interviews were: insuffi- Line manager’s role in the government insti- cient knowledge on HRD issues and a lack of time tutions of Lithuania devoted to HRD on the side of line management, since line managers are focused on other operational As mentioned in the introductory part, in order priorities. On the side of HRD specialists it is also the to discuss the HRD role of line managers in gov- lack of time, limited and in some ernment institutions of Lithuania, the results of cases insufficient competency of HRD specialists to doctoral research were utilized to explore the situa- partner with and to consult line management. Some tion. Several relevant questions were included in interviewees mentioned an overall lack of under- the survey questionnaire and consequently ana- standing and appreciation of the importance of the lyzed in more detail during the semi-structured HRD function and quite a narrow understanding of interviews with selected experts. HRD in general. Only six interviewees stated that In order to clarify the level of cooperation be- responsibility for development of their subordinates tween HRD specialists and line managers the survey forms a part of line manager’s performance objec-

36 tives in their organization. Also, it was mentioned ist to support and consult the line managers, indi- that there is little tradition of asking HRD specialists cates that the partnerships suggested by many for advice and consultation in the area of training or scholars does not exist in central and local gov- personnel management, because the personnel man- ernment institutions of Lithuania. agement function used to be very technical in the 4. For line managers in Lithuanian government past, mainly concerned with , filing and hir- institutions to perform the HRD roles distinguished in ing/firing. Importantly, a majority of the interviewees the second section, several strategies can be de- emphasized the need to develop the qualifications of ployed. Firstly, it is necessary to clarify what exactly line managers in the area of HRM and HRD. is expected of line managers with regard to HRD, and Based on the survey results, it can be stated that what remains/becomes the role of HRD profession- line managers in Lithuanian government institutions als. Some seem to expect the HRD function to disap- perform a very limited role in HRD and have not pear, as learning issues are more and more integrated assumed the developer responsibility of their subor- with general management, while others appear to see dinates yet. On the other hand, there was little evi- a different role for HRD professionals as organiza- dence to suggest that HRD specialists had developed tional change consultants. Secondly, since line man- expanded roles as advisors and consultants. An over- agers usually are not specialists in HRD, they should whelming majority of the respondents and experts be periodically screened with respect to their per- interviewed see HRD specialists in a more reactive formance and their learning needs, both in the area of role of training organizer [7]. The five roles indicated their specialty and in the area of HR development. in the second section, as a result of literature review, Thus, it is important to increase their skills and are not yet carried out by line managers or carried out knowledge in HRD and therefore it is necessary to only to a very limited extent. consider incorporating HRD skills training in all training packages for managers. Capacities of HRD Conclusions specialists to provide advice and consultancy services 1. We can conclude that greater management in- to the line should be also developed. Thirdly, line volvement in HRD reflects a significant transforma- managers should be given more ownership of HRD tion of in organizations. strategies by allowing them more involvement in However, before displacing traditional HRD devel- decision making at the policy formulation level and opment systems and roles substantial investments in developing a more strategic partnership between capacity development of the line managers and HRD HRD specialists and senior managers. In this way, specialists as well of other stakeholders are needed to they would develop a better understanding of the make sure that line managers and HRD specialists are broader perspective. Finally, supporting their staff in capable of carrying out their new roles. learning should become part of a line manager’s per- 2. The following roles of line managers in formance objectives. 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Jurgita Šiugždinienė Vidurinio lygmens vadovų dalyvavimas žmogiškųjų išteklių vystymo procesuose Reziumė Straipsnyje aptariama šiuolaikinė tendencija nukreipti žmogiškųjų išteklių vystymo (ŽIV) funkciją viduri- nio lygmens vadovams. Siekiama nustatyti ir įvertinti šių pokyčių reikšmę bei įtaką ŽIV. Taip pat analizuoja- mas vidurinio lygmens vadovų vaidmuo vystant žmogiškuosius išteklius Lietuvos valdžios institucijose. Re- miantis atlikta analize nustatyta, jog šiuo metu vidurinio lygmens vadovai Lietuvos valdžios institucijose nepri- siima atsakomybės už savo pavaldinių ugdymą. Pagrindiniai veiksniai, turintys įtakos šiai situacijai yra didelis darbo krūvis, nepakankamas dėmesys šiam veiklos prioritetui valdžios institucijose, reikalingų žinių ir gebėji- mų ŽIV srityje stoka, taip pat atitinkamų tradicijų bei palaikančios organizacinės kultūros stoka. Šiai situacijai didelės įtakos turi ir poreikis keisti ŽIV specialistų veiklos pobūdį: pereiti nuo mokymų organizatoriaus vaid- mens prie patarėjo-konsultanto, gebančio patarti ir padėti tarpiniams vadovams atlikti darbuotojų veiklos verti- nimą, nustatyti mokymosi poreikius ir planuoti karjerą.

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