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LINE MANAGERS' VIEWS ON ADOPTING HR ROLES: THE CASE OF HILTON (UK)…
LINE MANAGERS' VIEWS ON ADOPTING HR ROLES: THE CASE OF HILTON (UK)
(Hales, 2005)
First Line Level Manager
Departmental Heads
Supervisors
Strategic Level Managers
General Managers
Deputy Managers
(Hutchinson and Purcell, 2003)
Line Manager Involvement
Coaching & Guidance
Positive influence on overall organisation performance
Communication
Positive influence on overall organisation performance
Support From Strong Organisation Value
Gain line managers commitment to people management
(Renwick,2003)
Real Partnership Approach Requires
HRD Specialiist
Line Managers
Employees
Secure Involvement Clear Delineation of
Crucial for effective involvement of HRM & HRD to line managers
tasks
support
training
trust
Understanding & Ownership of Esprit
Did not share the corporate understanding of Esprit
Managers
Most believe that people other than themselves own Esprit
strategic managers
first line managers
Line Managers' Role in HR
strategic managers
high involvement in HR activities
first line managers
greater involvement in dealing with membership of Esprit
strategic level managers
more involvement in
employee retention
disciplinary & grievance
budget & forecasting
performance appraisals
strategic & first line managers rated
important to business & indicated high involvement in
motivation
selection and performance appraisal
communication
health and safety
team building
(Hale's,2005)
Broader HR responsibilities does not lie with first land manager level
Majority of both groups of line managers
involved in a range of HRM & HRD activities
(McCrarcken & Wallance,2000)
Strategic managers consider HR as being of strategic importance in Hilton
Finding
support the vies that HR acts as a support to line managers as presented by
(Whitaker and Marchington, 2003)
(Renwick,2003)
(Larsen & Brewster,2003)
Enabling HR activities
Carring out HR actives
managerial team effectiveness
T&D
good relationship HR speceialist
individual training and development contribution
Barriers in HR activities
role conflict
heavy work
short-term job pressure
lack of skill to support learning
discomfort with coaching role
