Line Managers' Views on Adopting Human Resource Roles: The case of…
Line Managers' Views on Adopting Human Resource Roles: The case of Hilton (UK) hotels
explores line managers’ views on understanding their role, including their involvement in, and commitment to, HR activities and identifies enablers of and barriers to devolving HR to line managers
HRM and HRD have grown up as distinct fields of study using separate theories and practices
HRM and HRD are arguably changing and becoming more fused
restructuring, downsizing, and an increased need
to focus on encouraging employee inputs for improving their competitive edge
line managers’ involvement in coaching and guidance, communication and involvement has a positive influence on overall organizational performance
Finding and Analysis
Understanding and ownership of Espirit
it is important to ascertain whether their views on Esprit align with the corporate intention.
managers in this sample do not share the corporate understanding of Esprit
discrepancies regarding ownership of Esprit
Human Resources at head Office
Line Managers' Roles in HR
to indicate the human resource activities in which they were actively involved
majority of both groups of line managers are involved in a range of HRM and HRD activities,
Enabling HR Activities
line managers were asked to assess the importance of HR as a general business activity
The results indicate that none of these issues are of concern to strategic managers
departmental managers and supervisors rated the HR function and the working relationship with HR lower than senior managers.
Barriers to HR Activities
short-term job pressures
there are indeed a number of key points of divergence in the positions of the strategic and first-line managers on line managers’ adoption of HR in Hilton’s UK hotels.