Perspectives on Line Managers in HRM: Hilton International’s UK Hotels

1. Perspectives on Line Managers in HRM: Hilton International’s UK Hotels Gill Maxwell Glasgow Caledonian University, UK

2. Background: Research Issue • business partnership model of HRM: role of line managers in HR • perceptual convergence on HR for line manager and business performance (Gilbert, 2000; Kearns, 2004) • but evidence of divergence (e.g. Harris, 2001; Phelps, 2002; McLean, 2004) • research gap in line managers’ and HR specialists’ perceptions on line managers in HR

3. Aim and Direction • Aim: to examine line manager (LM) and HR manager (HR) perspectives on LMs’ involvement in HRM • theoretical perspectives, then Hilton primary work • conclusions for developing HR business partnerships

4. Theoretical Perspectives • changing and fusing relationship between HRM and HRD (Gibb, 2003; Ruona and Gibson, 2004) • ‘ambiguous and elusive’ relationship between HRM and HRD (Mankin, 2003:2) • ‘complex, ambiguous and dynamic’ relationship between LMs and HR specialists (Larsen and Brewster, 2003: 236)

5. LMs in HRM • early and sustained debate about devolving HRM to LMs (Hall and Torrington, 1998; Larsen and Brewster, 2003) • …..to positively influence commitment, quality, productivity and, ultimately, business performance (Hutchinson and Purcell, 2003)….but challenges

6. LMs in HRD • partnership of LMs and HRs e.g. in identification of training needs and conducting training (Heraty and Morley, 1995) • difficulties in LM acceptance of HRD responsibilities (Aston, 1994) • enablers and barriers

7. Primary Research Questions: LMs and HRs Perceptions • Is there a shared understanding of LMs’ HR roles and responsibilities? • What are the key supports to LMs in their HR responsibilities? • What are the main barriers to LM involvement in HR activities? • In there a link between LM and HR perceptual divergence/ convergence and hotel business performance?

8. Hilton International’s UK Hotels • key strategic driver: UK launch of worldwide service quality initiative (Equilibrium) • HR strategy/ policy and employment package (Esprit): “a promise on how our colleagues are treated within the company” (UK HR VP) as part of service culture; “concept of work” • RESPECT, RECOGNITION & REWARD • LM responsibility for HR (HRM & HRD) in hotel units, with HR support • HR business partnership model

9. Research Design • semi-structured interviews within Hilton • LM questionnaire: consultation, piloting, administration via hotel HR specialists • nominal, ordinal, ranking, Likert rating scale and open questions; biographical data • HR derivative questionnaire

10. Responses • population: 760 LMs and 76 HRs • 10 questionnaires per unit for LMs; census of HRs – self-selection • response rate: 43% (328) LMs; 60% (46) HRs • 775 qualitative comments from LMs; 258 from HRs – categorising by recurrent themes • SPSS data management; Mann-Witney & one-way ANOVA significance tests • limitations

11. LMs all 76 hotels represented throughout UK 30% GMs and deputy managers; 53% departmental managers HRs same status and title even geographical spread Respondent Profiles

12. Ownership of Esprit HR Strategy • 865 responses, 3 responses per respondent • 69% of LMs and 59% of HRs: Hilton ownership • 30% of LMs and 61% HRs: departmental level LMs • LM and HR – significant perceptual divergence; HR views closer to corporate position • suggests a lack of shared understanding of LMs in HR

13. LMs in HR: understanding roles and responsibilities • All HRs opine LMs are involved in 4 HR activities; no HR activities that LMs opine they are involved in. • HRs perceptions of LM involvement in every HR activity is greater than LM perceptions of involvement. • Marked differences in LM and HR perceptions of value of 4 HR activities.

14. “ Managers ‘should’ have a role in all of the • above [HR activities] – in reality however • many areas are not currently ‘perceived’ • as their responsibility” (HR). • misunderstanding on LMs in HR • perceptual dissonance based on business and HR strategy • heightened importance of supports to LMs in HR activities

15. Supports of LMs in HR • Greatest support for LMs: working relationship with HR in hotel, but HRs rate this less. • Majority of LMs believe personal development and provision of support materials are most important supports. • HRs rate supports more highly. • Significant perceptual gaps in 4 areas. • LMs feel they need more HR and Esprit training.

16. Barriers to LMs in HR LMs’ dominant views: heavy workloads (86%) and short term job pressures (78%). Highly significant/ significant differences across LMs and HRs in all barriers except short term job pressures. Highly significant differences in perceptions of LM competence in HR.

17. “Departmental managers do not in general • see HR related issues as being business • critical and cannot currently manage many • of the key HR related aspects that would • suggest improved operational performance” • (HR specialist) • …but high degree of affective commitment to HR • in LMs’ teams • some mixed opinions, influence of workloads and job pressures, plus misunderstanding of Esprit strategy

18. Perceptions of LMs in HR and Hotel Performance • collation of data yielded in 46 HR respondents’ hotels on supports and barriers • high collective agreement = 60%+ of same LM responses; medium = about 50% • comparison with HR perceptions (across 14 questions) • five hotels with highest convergence are among best performing units; hotels with most divergence among poorest performers

19. Conclusions • perceptual divergence between LMs and HRs: understanding and ownership of Hilton’s service and HR strategy; LM involvement in and ranking of HR activities; HRs’ support of LMs in HR; barriers to LMs in HR; competence of LMs in HR • evidence of LM and HR convergent views in effectively performing hotels; conversely, LM and HR divergent views in poorly performing hotels

20. Concluding Contention • Narrowing of perceptual gaps may improve business performance, so business case for improving LM involvement in HR business partnerships. • LM buy-in to HR: • conceptual understanding of rationale; (STRATEGY) • implementation through HR role clarity and capability; (OPERATIONS) • affective commitment in believing in the value of their involvement in HR (CULTURE).