Historically,operation management and human resource management have been twoseparate fields. For human resources efforts to succeed indepartments such as customer service, accounting, network technologyand others, the human resource and the operating manager shouldtherefore work together.1This is for the main reason that human resource professionals andstaff members create systems and processes, operational managers musthelp to implement.2
Thereexist strategic and operational tensions in various human resourceareas.3The strategic role of human resource professionals is to addressbusiness realities, as well as focus on the future needs of thebusiness such as compensation strategies, strategic planning, andperformance measurements.4However, they do not formulate strategies for the whole organizationthrough HR activities.
Thecause of the tension between operational managers and human resourceprofessional include division of responsibilities and control.5The workplace policies is the other cause of tension betweenoperations managers and human resource managers, particularly whenthe line managers ignore the system put in place by the HR.6
Toresolve these strategic and operational tensions, devolving somehuman resource functions to the operating managers is crucial.7It is critical for an organization to develop a business model thatregards the expertise of both the operational managers and the humanresource professionals.8To achieve process effectiveness, human resource professional and theoperating managers should therefore work together to train employees.Both have a responsibility of analyzing and identifying jobs inaddition to ultimately coming up with decisions that involves theselection of the best candidates for the job.9Most human resource functions of recruitment, selection and trainingand development is also a line management responsibility. Linemanagers are involved in matters that affect the performance of theemployees.10However, communication and clear assigned roles and responsibilitiesare some of the factors that lead to common agreements in businesssituations.
Toresolve the conflict between the human resource professional andoperation management, the main factors involved are training anddevelopment.11Operation mangers should be trained on how to perform tasks relatingto employment and also learn more on the function of human resource.As a result, the human resource professional will have time to focuson strategic management since both functional and transactional taskswill be assigned to the line managers, and a clear business modelwill be created to focus on their roles and expectations.
Armstrong,M. AHandbook of Human Resource Management Practice.London: Kogan Page, 2007.
Banfield,P. Introductionto Human Resource Management.Oxford: Oxford University Press, 2011.
Beaman,K. CommonCause: Shared Services for Human Resources.S.l.: Futura Pub.
Flynn,S. LinkingHuman Resource Strategy and Operations: An Integrated Framework.Leicester: Matador, 2010.
Henry,A. Understandingstrategic management.Oxford: Oxford University, 2011.
Johnson,C. and Jackie K. ManagingConflict at Work: Understanding and Resolving Conflict for ProductiveWorking Relationships.London: Kogan Page.
Reilly,P. and Tony W. Howto Get Best Value from Hr: The Shared Services Option.Aldershot, Hants, England Burlington, Vt: Gower, 2003.
Rothwell,W., and George M. Encyclopediaof Human Resource Management, Critical and Emerging Issues in HumanResources.Hoboken: John Wiley & Sons, 2012.
1 P, Reilly. and W, Tony. How to Get Best Value from Hr: The Shared Services Option. Aldershot, Hants, England Burlington, Vt: Gower, 2003. Pg 134.
2 P. Banfield, Introduction to Human Resource Management. Oxford: Oxford University Press, 2011, p. 1929.
3 A. Henry. Understanding strategic management. Oxford: Oxford University, 2011. Pg 313.
4 W. Rothwell and M. George Encyclopedia of Human Resource Management, Critical and Emerging Issues in Human Resources. Hoboken: John Wiley & Sons, 2012, pg 29.
5 S. Flynn. Linking Human Resource Strategy and Operations: An Integrated Framework. Leicester: Matador, 2010. Pg 39.
6 P, Reilly. and W, Tony. How to Get Best Value from Hr: The Shared Services Option. Aldershot, Hants, England Burlington, Vt: Gower, 2003. Pg 134.
7 K, Beaman. Common Cause: Shared Services for Human Resources. S.l.: Futura Pub. Pg 157.
8 A. Henry. Understanding strategic management. Oxford: Oxford University, 2011. Pg 313.
9 M, Armstrong. A Handbook of Human Resource Management Practice. London : Kogan Page, 2007. Pg 89.
10 C, Johnson and K, Jackie. Managing Conflict at Work: Understanding and Resolving Conflict for Productive Working Relationships. London: Kogan Page, p.g 29.
11 M, Armstrong. A Handbook of Human Resource Management Practice. London : Kogan Page, 2007. Pg 89.