Devolving HRM and HRD to Line managers: The Case of Hilton International's UK Hotels (original) (raw)

Enacting the HRM Role: What Matters to Line Managers?

Mediterranean Journal of Social Sciences, 2015

Line managers' performance in enacting the HRM role has been criticized as they failed to meet the expectations of organizational members. Meanwhile, limitations in exploring the development of the line managers' HRM role have been identified in several areas. One of these limitations is the tendency of research to focus on HR specialists view, but failed to place line manager at the centre of the research analysis. To gain a deeper understanding of the causes and outcomes of line managers' HRM role, it is important to gather line managers' experience as a role holder. Drawing on a role theory concept, case studies are conducted at three Malaysian airports to gather in-depth data about line managers' HRM role. 23 interviews were carried out with line managers at the selected airports to understand the challenges they experience in enacting their HRM roles. Line managers' challenges are measured on five factors: desire, capability, competencies, support and HRM policy and procedures. This study revealed that line managers perceived no real challenges hindering them from performing their HRM role. Work environment is a new challenge identified in this study that influence line managers' performance in enacting their HRM role. Importantly, line managers suggested some improvement would assist them in performing better, particularly in terms of sufficient and consistent support from superiors and HR specialists. A clear feedback regarding the implementation of HRM policies and procedures from superiors is regarded as an important tool for line managers in improving their HRM role performance.

HRM in the UK hotel industry: a comment and response

Human Resource Management Journal, 2000

In an article for Human Resource Management Journal last year entitled `New approaches to HRM in the UK hotel industry ' Kim Hoque (1999) claims to discern new directions for human resource management in hotels. Specifically, he questioned the hospitality industry' s image as a poor employer, suggesting that in recent years there had been enlightened developments in the application of HRM to the sector. Thus on page 74 he wrote: `It seems that, as managers have accepted the importance of service quality, they have also taken on board the need to ® nd new ways of employing their staff. Much of the evidence portraying the hotel industry as backward and unstrategic dates back to the 1980s. Such conventional stereotypes must now be viewed as increasingly dated, at least where larger hotel establishments are concerned' .

DEVOLVING HRD TO LINE MANAGERS: THE CASE OF A HIGHER EDUCATION INSTITUTION IN EUROPE

internationalconference.com.my

This paper explores line manager responsibility for human resource development (HRD) in a higher education institution. The focus is to investigate line managers' perception of their involvement in HRD, understanding of their HRD role as well as the importance placed on HRD functions by line managers. A quantitative approach was adopted using questionnaires sent to 56 line managers. Data collected revealed a strong support for LMs not being involved in HRD functions but are willing to take on full responsibilities for the development of their employees. The research reveals that line managers seem to embrace their involvement in HRD responsibilities, with majority of them considering HRD activities as very important to the achievement of organizational effectiveness. The results of this study further suggest that the most important barriers and enabler of the partnership lie at the senior management level. Therefore, the recommendation for organizations will be to strategically locate HRD and recognize the performance of HRD role as an integral part of the line managers' function.

Human resource management on the line?

Human Resource Management Journal, 1997

and Catherine Truss, Kingston Business School his article provides an examination of the prospects for devolving HR activities (eg recruitment, performance appraisals and career development) to line managers on ~~~ ~~~ ~~~ ~ ~ 12 HUMAN RESOURCE MANAGEMENT JOURNAL-VOL 7 NO 4 McGovern eta/ which meant that the HR dimension was an integral part of business strategy rather than something which flowed from it. In short, the overall argument is that if people are really so critical then HRM is too important to be left to personnel specialists (Storey, 1995). In the British context, this has traditionally been depicted as a devolution of certain personnel activities to line managers after a voluntary reallocation of responsibilities by the personnel specialists, possibly as part of a strategic review of their work (Storey, 1992). Again, there is considerable ambiguity over how an organisation, or its personnel function, would devolve its activities in practice. While the message that line management has an important role to play in HRM is reasonably clear, some questions may be raised about the assumptions behind it. There is also considerable ambiguity over what this actually means in practice. First, the distinction between the role of line managers under personnel management and under HRM may be somewhat thin. While there may be some basis for such distinction when comparing stereotypes of personnel management and HRM at an abstract level (Guest, 1987), there is little empirical evidence to support the existence of these stereotypes within industry. For instance, one of the characteristic features of the role of the front-line supervisor has always been the direct control which they exerted over the output of the 'human resources' under their command. This included the hiring, performance monitoring and firing of employees (Child and Partridge, 1982; Edwards, 1979). Secondly, the idea that line managers should internalise the importance of human resources and behave accordingly suggests that they should also engage in good people management practiceswhich would include such things as interpersonal skills, team building skills etcalong with implementing personnel policies. However, this distinction between HR and people management practices has never been made explicit. Thirdly, there are no indications of what the role of the supervisor should be under HRM.

HRM Practices in Hotel Industry

Proceedings of the 3rd International Conference on Accounting, Management and Economics 2018 (ICAME 2018), 2019

This research has the aim to uncover human resource practices in the hospitality industry. This research hopes to support and build insights and theories about the practice of Human Resources. This qualitative research begins with a literature study on HR practices, which will be confirmed through a series of interviews with Human Resources practitioners to get key information, deepening, and important findings. The research found several HR practices which are implemented equally between managers and staffs such as the job designs, training and development. The research also found that specific distinctions applies to Manager role in accordance to the Decision Making and Goal setting. Other relevance HR activities were revealed from the study that can be referred by HR practitioners such as family and staff gathering, implementation of KPI and Balanced Scorecard, also the utilization of Employee Engagement Index and Survey. The research was conducted in the hospitality services industry in South Sulawesi & Bali which can be used as a reference for research into HR practices or research in the next hospitality field. This research can be used as a reference for policy makers or HR practitioners to understand standard practices or choose best practices that can be applied to the development of this field in the future. This study provides new value in the identification of HR practices that are applied to employees and leaders / managers.