Human Resource Management In The BMW Automobile Company

Human Resource Management (HRM) is defined as formal structure designed for the administration of individuals within an organization for the purpose of helping an organization achieve its set goals (Armstrong 2011). Kaila (2005) notes that the HRM is typically tasked with thee primary responsibilities namely definition of jobs, recruitment and employee compensation. Based on this definition, the HRM is tasked with managing all employees and ensuring that the organization meets its overall objectives through proper management of employees. While HRM is tasked with managing personnel roles and engagement for overall organization best performance, the front line manger is tasked with directly managing individuals or specific teams and reporting

This paper discusses the role of line managers in the BMW automobile company. Literature reviews were employed to provide understanding into the role of line managers as it relates to the overall HRM objectives. In investigating their role, I also sought to determine whether line managers made a change to performance and service delivery. In writing this paper, I sought to establish where in an organizational hierarchy the line managers fall and studies show that they fall at the lower end of the administrative hierarchy and who have workers without any form of management skills reporting to them (Kerzner 2009 and Wilkinson, at al. 2015). As will be seen in the case of BMW, line managers conduct performance reviews in the line of the

The company’s HRM is tasked with five areas of responsibilities namely qualification, health, retirement model, the work setting and realisation of the demographic changes (BMW GROUP 2005). Consequently, in order to meet these conditions, the company provides an in-house training program to its workers for continuous personal and professional training, the company has an elaborate incentive and reward program as well as research and development (R&D) program for ensuring that the company manufactures according to contemporary trends (Maguire 2005). To perform these tasks, the company does not rely entirely on the HRM, but involves line managers in the process. Line mangers play a key role in the modernisation of the BMW and in implementing HR in the BMW plan. This is substantiated in a recent study in the BMW that shows line managers to have a major role in executing HRM and in connecting HR strategy to practice (KPMG 2012). HRM is part of the role of line manager in the BMW. In helping the skill and talent development of their works, for instance, line managers are required to use individual development plans and perform performance appraisal in order to identify determine learning needs, provide guidance and handle expectations of extended increased work and professional development (Dogson, et al. 2008 ). Improving the qualifications and efficiency of personnel in this