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Line managers’ views on adopting human resource roles: the case of Hilton…
Line managers’ views on adopting human resource roles: the case of Hilton (UK) hotels
Introduction
Hilton hotels initiated a service quality approach (Equilibrium), with a human resource (HR) strategy and employee training and development club (Esprit)
assuming greater responsibility for human resource management (HRM) and human resource
to explore different levels of line manager perspectives on their role in human resource management (HRM) and human resource development (HRD)
Case Background
Esprit portrayed within Hilton as being a concept of directing the way employees work
It consists of a range of HR activities that are designed to ensure that employees are able to support the service quality initiative of Equilibrium
In attempting to ensure that Esprit is operationalised effectively, all line managers in hotels are expected to assume responsibility for it through a range of HR activities.
These activities include selection, training and development, employee motivation and recognition, and performance management.
Hilton introduced a global service quality initiative that seeks to establish a service brand (Equilibrium) and service culture (Esprit/Hilton moments)
support from an HR employment strategy, which includes an employee training and development club (Esprit)
Discussion
the first key differential in opinion lies in the finding that a higher proportion of strategic managers report involvement in HR activities than first-line managers, despite the operational and team work emphasis of their jobs in particular
the personal level of responsibility for team members and responsibility for HR in teams is perceived to be higher amongst the strategic level manager respondents than first-line level respondents, the second key differential
only the strategic managers consider that HRD is viewed as important within Hilton underlining the need for greater understanding of the Esprit concept
Implication for practitioner/educationalists
identification of the difficulty of balancing business driven involvement with philosophical commitment to HR activities
highlights the importance of ensuring that HR is seen as a critical component of all hospitality management education programmes.
there is potential for first-line level managers in Hilton’s UK hotels to engage more in the HR activities that underpin the company’s service culture
level of managers are apparently less involved in these activities than strategic level managers in the hotels is at best ironic and at worst commercially detrimental,
the values associated with Esprit require to be embedded through a range of supportive mechanisms, including training and senior management support.
require attention being given to ensure that the philosophical aspects of Esprit are given greater focus, and that senior managers are more visible in their support for HR activities