Udai Pareek and T. V. Rao (1991) also emphasized the role of line managers in realizing the HRD objective of an organization. Since, line managers translate the objectives in to action, they are responsible to develop and utilize the manpower.
In all the components of HRD, i.e., Career Planning, Training, Performance Appraisal and Organization Development, line managers have certain specific responsibilities, which precede development of certain congenial conditions for employees. Line managers need to ensure that they create such conditions in the workplace which enable employees to:
(a) Acquire and develop new capabilities
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(b) Perceive possible outcome of acquiring such new capabilities
(c) Assess the self growth
(d) Enjoy the growth process
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Since line managers are in close proximity with the operation people, it is their responsibility to create and develop such conditions in the organization, which can then reinforce the HRD objectives of the organization as a whole. Creating the above conditions in workplace is a precondition in realizing the HRD objectives by line managers, which, inter alia, also require them to play -a proactive role in following areas:
1. Line managers need to define the capabilities of employees. By developing such capability profile of employees, they can facilitate skill and competency mapping for other strategic decisions of the organization like HRP, etc. This input also helps an organization to identify shortage in critical skill areas, and accordingly, the organization can initiate required action plan through training and development programmes. Apart from above strategic functions, this also helps in developing skill inventory, deciding about redundancy, transfer, promotion, relocation, restructuring, redeployment, etc.
2. Line managers help in identification of training needs. Due to the reason of their close proximity to the operational people, they observe and understand the performance of employees better. This requirement has now become important even for the documentation of quality standards, i.e., ISO: 9000. All the ISO-certified organizations have documented systems in this respect.
3. Line managers also play other developmental roles to motivate people to learn and take responsibility by continuous coaching and developing problem-solving skills, by recommending them for further training, etc. They encourage employees to promote small group activities like Quality Circles, TQM Club, Value Engineering Team, etc. Many organizations prefer to involve line managers in in-house training programmes, rather than outsourcing training experts.
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4. Line managers also play an important role in identification and clarification of Key Result Areas (KRAs) or Key Performance Areas (KPAs). Setting KRAs/ KPAs alone cannot set the ball rolling. It requires continuous support and sustenance of an environment of mutual trust and openness. Line managers, by extending their help and support, enable the subordinates to realize their goals. This inculcates a sense of achievement, which has tremendous motivational benefit.
5. In OD intervention, line managers play the important role by identifying the required initiative, by participating in organizational diagnosis surveys and finally by implementing the suggestive action plan.
6. Line managers also reinforce teamwork and collaboration, suggest reward for good performance and foster total participation culture by involving subordinates in decision-making process. These together reinforce HRD climate in an organization.
7. Finally, in career planning and development, line managers play the crucial role in identifying career opportunities and encouraging subordinates to develop required potential to grab such opportunities. Internationally, it is now being debated whether HRM or HRD should continue as a separate support function or integrated with line functions.
Since, organizational structure is also getting changed (from traditional functional system to strategic or independent business units), it is almost likely to get cognizance. HR as a core management knowledge is already recognized in many countries.
However, for Indian organizations, this requires a major attitudinal change. Even the threat is also from the HR profession itself, as it may culminate to an identity crisis, obviously for not being able to keep pace with the requirements of the changing time.