The document discusses the argument that good line managers do not need HR managers. It presents evidence from research that line managers play an important role in training, coaching, performance management and other human resource functions. However, the document also notes that achieving mutual understanding between HR strategists and line managers can be problematic, and ultimately concludes that the arguments in support of not needing HR managers are weak and there is strong evidence to the contrary.

1. GOOD LINE MANAGERS DO NOT NEED HR MANAGERS?
ARGUMENTS IN SUPPORT
 According to the CIPD (2010) line managers are often
involved & contributing in positive ways to training,
coaching, performance management, employee
engagement & involvement, work life balance and
performance appraisal
 In research done by Purcell et al (2003) Line managers
were found to be a vital ingredient in making an
effective organisation and needed to see why the HR
policies and procedures of the organisation are relevant
and how they could use them to contribute to an
effective organisation
 It has been shown that the goal of mutual
understanding between HR strategists and line
managers has been identified as problematic
(Smethurst, 2005)

2. GOOD LINE MANAGERS DO NOT NEED HR MANAGERS?
ARGUMENTS IN SUPPORT
We found the arguments in support to be weak as
although it has been shown good line managers
are vital for implementing the HR strategy of an
organisation there is no real evidence HR
managers are not required and in fact we found a
strong evidence to the contrary