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Article Summary

HRM Performance of First tier Managers

Role definition, perceptions and attitudes, training and development and broader organization support are the HRM performance of first tier managers. First Tier managers are first line managers. Individuals tend to become insecure or lose confidence in them when they are unclear about what their role is and indeed, what is expected of them. Where training and development is concerned, several issues are highlighted for consideration. In order to build on their strength of managing, they need to be trained in learning to succeed, particularly if they are required to integrate their business and behavioral skills and to develop the perspective required for managing complex and changing organizations. FTMs play a crucial role in the learning and development of their staff; however, they are unlikely to be successful without the organizations substantial investment in management development as well. FTMs do not leave their organization where they have not been offered training/development opportunities and as a result are not motivated to perform their HRM role to a high standard. Often enough senior managers and HRM managers have been accused of not providing enough support towards FTMs in the undertaking their HRM role. One of the main reasons given for this is the fear of having their own HRM role disbanded if FTMs accept the responsibilities that are associated with HRM tasks devolved to them. Well, obviously if you want them to get more involved managing the business, then you need to be clear that thats what you want them to do; likewise with their people management role if you want them more involved in this then how you make this clear is important. Clear defining the role in terms of tasks, authority, status, as well as the competencies required to perform the tasks effectively and efficiently. In order for managers to manage successfully they have to learn to be in control; and this learning comes from the learning opportunities provided, which in turn is derived from the training and development opportunities made available. However, training and development obstacles can exist because of unwillingness to make any substantial investment in training, which in itself can be a consequence of disruptive organizational cultures. It is therefore clear that if the FTMs HRM performance is going to be enhanced, then a training strategy, which encompasses a well-defined, but somewhat, flexible HRM role description, leading to the identification of appropriate training and development needs must be developed first.