Perspectives on line managers in human resource management: Hilton International's UK hotels

Abstract

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The role of line managers in employee career management: an attachment theory perspective

“…Maxwell and Watson 2006;Perry and Kulik, 2008). While this is a global trend, relatively little is known about its impact on the effectiveness of people management in general Perry and Kulik 2008), and employee career management in particular.…”

Enacting the HRM Role: What Matters to Line Managers?

“…A study of 760 LMs from Hilton hotels throughout the UK found heavy workloads and short time pressures were two key challenges for LMs undertaking their HRM role (Maxwell & Watson, 2006). Another study undertaken by Nehles et al (2006) indicated four factors contributed to role conflict among LMs: capacity, competencies, support and policies and procedures.…”

“…Cunningham & Hyman, 1995;Whittaker & Marchington, 2003;Yusoff, Abdullah, & Ramayah, 2010). Little attention has been paid to other sectors, such as service and tourism (Maxwell & Watson, 2006). Thus, exploring what happens in other sectors may enhance the understanding of the LMs' HRM role development and their contribution in various fields.…”

A Conceptual Framework for Line Managers HRM Implementation Effectiveness: Integrating Social Context and Amo Theories

“…In addition, coherent systematic support provided by HR specialists and the training of line managers is crucial as some of the latter may lack the appropriate skills for supervising their staff and implementing HRM practices in an effective way. However, Maxwell and Watson (2006) assert that the challenge for line managers and HR specialists does not just rest upon their relationship quality, for it also depends upon the ability and willingness of the former to carry out HR tasks properly (Renwick and MacNeil;2002:407). Consequently, improvement of the relationship between line managers and HR specialists will motivate the former to use their knowledge and skills for effective HR.…”

“…Consequently, there have been increasing calls for line managers to act as business partners in conjunction with HR and other employees regarding HR processes (Renwick,003). In effect, HRM implementation by line managers in relation to their subordinates' employment issues has become increasingly commonplace in recent years (Bos-Nehles, Van Riemsdijk, Looise, 2013;Maxwell & Watson, 2006). Renwick (2003) notes that significant numbers of line managers want to get involved in sharing HR responsibilities with HR specialists, and that they take these responsibilities very seriously.…”