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Line manager perspectives on HRM and HRD roles in Hilton’s International UK hotels.

Watson, Sandra; Farquharson, Lois; Maxwell, Gill

Authors

Sandra Watson

Lois Farquharson

Gill Maxwell



Abstract

Purpose – The purpose of this paper is to explore different levels of line manager perspectives, namely strategic and first-line on their role in human resource management (HRM) and human resource development (HRD), and to identify enablers of and barriers to devolving HR to line managers.
Design/methodology/approach – Using a deductive approach, case study data was collected from 76 hotels, owned by Hilton UK, via self-administered questionnaires to strategic and first-line managers. Descriptive statistics were used to analyse the quantitative results, prior to significance tests being conducted in SPSS to identify differences in means based on managerial positions.
Findings – A number of points of divergence in opinions are revealed, implying that there is potential for the case organisation to secure greater engagement of its first-line managers in HR roles. Reducing the workloads and short-term job pressures of these managers, together with capitalising on the good relations with the hotel HR specialists are means to develop greater engagement. Importantly, improving all line managers’ understanding of the organisational basis of their involvement in HR may bolster their performance in HR activities.
Originality/value – This paper offers a fusion of two theoretical perspectives (HRM and HRD), in addition to identifying differences in perceptions of two different levels of line managers.

Citation

Watson, S., Farquharson, L., & Maxwell, G. (2007). Line manager perspectives on HRM and HRD roles in Hilton’s International UK hotels. Employee Relations, 29, 30-49. https://doi.org/10.1108/01425450710714469

Journal Article Type Article
Publication Date Jan 1, 2007
Deposit Date Feb 26, 2008
Print ISSN 0142-5455
Publisher Emerald
Peer Reviewed Peer Reviewed
Volume 29
Pages 30-49
DOI https://doi.org/10.1108/01425450710714469
Keywords employee involvement; hotels; human resource management; line managers; strategic management; United Kingdom; Hilton International Hotels; human resource development;
Public URL http://researchrepository.napier.ac.uk/id/eprint/2110
Publisher URL http://www.emeraldinsight.com/10.1108/01425450710714469


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