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| Author: | Maxwell G. A. Watson, S. |
| Title: | Perspectives on line managers in human resource management: Hilton Internationals UK hotels |
| Journal: | International Journal of Human Resource Management
2006 : JUN, VOL. 17:6, p. 1152 1170 |
| Index terms: | managers human resource management |
| Freeterms: | Hilton specialists |
| Language: | eng |
| Abstract: | It has been argued in the recent literature that human resource (HR) specialists and line managers could more effectively share the human resource responsibilities of their organization. The problem is that managers and specialists usually have differing opinions regarding human resource management (HRM). The perspectives of both line managers and HR specialists on devolvement of HRM to line managers are examined in the article empirically and theoretically. A survey was conducted in a case organization, namely in the Hilton Internationals UK hotels. The perceptions of HR specialists seem to differ from the ones of line managers in five important aspects, which are presented in the article. The results also show that the divergence of perceptions may lead to a poor hotel performance, and on the contrary, when the views of line managers and human resource specialists are in line, the hotel performance is good. The authors conclude by describing three possible buy-in types for involving the line manager in HR. |
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