Grade / Score :

85
Human Resources Management in Hospitality & Tourism
Prof. Syamsir Abduh

Vincent Sylvester Leewellyn Batch 6 1263620056

Introduction
Line Managers are those managers to whom
individual employees or teams directly report and who have responsibility to a higher level of management for those employees or teams

HRM is the management of an oganizations

workforce, or human resources. Its responsible for the attraction, selection, training, assessment and rewarding of employees, while also overseeing organizational leadership and culture and ensuring compliance with employment and labor laws.

Introduction
Line Functions have direct impact on the accomplishment of the objectives of an organization. Traditionally, Staff functionaries perform three main roles the advisory or counseling, service and control roles. HRM is one of the most important staff functions in perfoming
HRM activities are the special responsibility of HR Dept. However, these responsibilities are also a part of every line managers job along with their basix responsibilities. Line Managers have authority and considerable impact on the way employees actually behave. Therefore, theres an overlap of the authority between HRD and the line managers.

Introduction
The attempts to differentiate personnel management from HRM (Truss & Gratton, 1994; Wright et al, 1994) show that line managers play a key role in HRM in coordinating resources toward achieving profits, which isnt the case under personnel management. The traditional work of HR Managers diminishes; line managers are stepping up and performing duties often done by the HR managers. Hence, the importance of the relationship in strategic HRM has futher increased. The continuous trends of devolution (devolvement) and increased line involvement in HR requires addressing the problematic HLR for making these trends more successful

For Successful HR implementation the role of line managers is of great importance to understand the ways HR Policies and practices are actually operated as opposed to the ways in which they are intended to Operate. This requires good reputation about HR Unit among line managers (Wright et al, 1998; Kulki and Perry 2008)

Efforts to create values and not rhetoric (Conner and Ulrich,1996); minimizing gaps between intended and implemented policies (khilji and Wang,2006), HR Policy & practice (Paul & Anantharaman,2003), rhetoric and reality (Cunningham et al, 2004), espoused & enacted HR Practices (Nehles et al.,2006; Purcell and Hutchinson,2007); moving from productions to service (Bowen,1986), moving on & not losing in HRM (Cleland et al,2000). For success of all these efforts, high wuality HLR is Critical

The developments of some concepts in HRM and in general management demands proper management of HLR. For Example, system thinking requires that the two important subsystems HRM and line functions must be effective. Similarly, the true spirit of stakeholder theory (Freeman,1984; Ginzel et al, 1993; Gubbins et al,2006); Resources-based view (Barney,1991; Wright et al,1994;Colbert,2004);and TQM indirectly demands HLR to produce optimum results.

Literature Review
First Category HRL automatically comes under discussion in every HRM research on devolution or devolvement. There are 4 aspects presented in the literature enchances our wisdom abour HLR : a. The Causes of Devolution b. Its Impact on HR and Line Manager c. The Problems it creates for the two d. The remedies for these problems

Literature Review
a.

The Causes of Devolution, are:

The development of profit-center based approaches A need for a comprehensive approach to people management 3. Decision making in front of the customers and in real time due to growing influence of the services 4. The changes in the philosophy and organizational Structure an alternative to outsourcing. The Key Factors inhibiting complete devolvment to the line include the importance of the activity from a strategic perspective, the issue of ownership, differing perspective between HR and Line managers and the organizational support for line managers. Without addressing these issues, the joint responsibility between the HR specialist and the line managers is best option.
1. 2.

Literature Review
Its Impact on HR and Line Manager, are: Hoogendoorn and Brewster (1992), argue that devolution creates both threats and opportunities for the HR specialist. Tasks and responsibilities may fall on to line management that cause a loss of influence, but it might also facilitate the concentration on those HR tasks that really matter.
b.

MacNeil (2003), finds that the encouragement of knowledge sharing in work teams facilitated by line managers can permit the organization to capture tacit knowledge because line managers are in a position to influence the experience of workers, their attitudes to, and willingness to share knowledge in teams. Bond & McCracken (2005), investigate how line managers make decisions about employee requests for time-off at short notice.

Literature Review
Its Impact on HR and Line Manager, are: Bredin & Soderlund (2007) believe that being a legitimate player in the HRM of a firm, a line manager should be given HR-Oriented management role as againts the traditional Hierarchical and Bureaucratic role.
b.

Hyman & Cunningham (1996), observe that line managers regard themselves competent in hard HRM- common-sense backed by experience, but their HR Colleagues are far more skeptical about this ability. The Perceptional gap between the two over line manager abilities is even wider for soft HRM; so much that HE Manager frequently state that line managers try to avoid these tasks. Conway & Monks (2010), finds that the increased bureaucratic layers adversely affect the decision making by both HR and middle Managers. HR Managers are emerging as regulators. They retain control of information systems that slow down middle management decision making and leading to the creation of new databases by the manager themselves.

Literature Review
The Problems it creates for the two, are: According to Hope-Hailey et al (1997), devolution to the line is still problematic, and that access to strategic decisions remains to be contingent on the ability of the senior HR managers or directors to influence people.
c.

Nevertheless, theres a rising awareness or recognition of the strategic importance of HRM to business performance. Devolution is a major factor by organizations that report a decline in HR influence (Gennard & Kelly, 1997). As a result, HR Departments lack overall control over issues, such as training budgets and operational strategies.

Literature Review
The Problems it creates for the two, are: Cunningham & Hyman (1999) find that devolvement promotes integrative culture of HRM and works to secure employee commitment. However, they observe that tensions exist between line managers and HR specialist. There may be be a danger of further reduction of the HR function.
c.

Wright et al (1998) indicates that involvement of HR executives in strategic management strongly relates to line managers perceptions of the effectiveness of the HR Function. There are 4 possible explanations for HR-line difference : 1. The HR function isnt delivering the services expected 2. Traditional line-staff conflict 3. Line Managers failure to implement well-designed HR System 4. The Lack of Line Managers involvement in HR activitie.

Literature Review
The Problems it creates for the two, are: Kulik and Bainbridge (2006) indicate that HR and line managers have different views of the devolvement trend, with HR managers being more opetimistic that the trend has had positive organizational outcomes and anticipating more devolution to occur in the future.
c.

McConville (2006), find a lack of controlof line managers over rewards, financial or otherwise is a factor in recruitment and retention problems and is a major obstacle in gettung the best from their staff. Interestingly, in small organizations, line managers may formally accept their HR role without pointing any problem of competency, time or support. But formally they dont place much reliance on written HR policies (Hunter & Renwick, 2009)

Literature Review
The remedies for these problems, are: In the facilitation and sharing of knowledge, the line is dependent on both HR managers and other line managers to share their knowledge and experience of facilitating knowledge sharing. Moreover, to be effective this process needs to take place in a series of work relationships between these managers based on mutual trust & non-duplicity (MacNeil,2003).
d.

Brandl et al (2009) observe that HRM success requires the involvement of all managers and that the personal motivation of line managers for conducting HR duties plays an important role in their successful involvement. The increased line involvement may require line managers o lead the way in fully integrating HT into the companys real work. Alternatively, a partnership between HR, line and employee may be needed to manage HR issues. According to Martins (2007), HR Performance of line managers is more likely through a holistic strategic frame-work. This include their perceptions and attitudes of the role, the degree to which their new role is adequately defined and clearly communicated, the extent to which they receive appropiate training and the overall development opportunities made available, and how far broader organizational systems and structures serve to facilitate or hinder their role/performance.

Literature Review
d. The remedies for these problems, are:

Cunningham et al (2004), analyze the line managers role in facilitating the employment security of employees who have contracted serious ilness, injuries or disabilities. Whittaker & Marchington (2003), line managers are working closely with HR and see the configuration moving towards a partnership. They recommend this partnership and consider HR support and advice a crucial factor in maintaining it. McGuire et al (2008), observes a closer relationship between line managers and employees in public services organizations, fast decision-making and effective resolution of workplace problems. For the success of devolvement, HR practitioners need to work with line managers to build their competencies. (Zhu et al, 2008)

Literature Review
Second Category
In This Category, useful remarks on the relationship are available. These observations are relevant in the present review. Zupan & Kase (2007), examine structural positions of HR actors (Line Managers & HR Specialist) within relational networks for knowledge creating and sharing in knowledge intensive firms. Acher (2005) observes that HR departments have become more involved with organizational strategy than day to day line management issues. Gordon & Witchurch (2007) focus on key issues, challenges in HRM in higher education, and stress the importance of managin the relationship between institutional policies and the translation of these into day to day operations by line managers.

Literature Review
Second Category
McCarthy et al (2010) believe that line managers are a critical determinant of work-life balance policy effetive-ness. Therefore, they need to adapt their attitudes and abilities to employees expectations. Dany et al (2008) finds that HRM integration is a necessary but not a sufficient condition for HRM to positively affect organizational performance. They suggest a more prominent role for HR specialists than line managers to ensure quality implementation of HR policies. Pitcher (2009) reports that only thirty percent of the 858 managers surveyed think that HR is adding value to their organization and HR professionals are to reactive. However, a CEO believes that HR is making a greater contribution to business performance than ever.

Literature Review
Second Category Kates (2006), highlights the operational challenges created by the business partner model. He argues that delivery of organizational development services depends upon the quality of personal relationships between the generalists and organizational development specialists.
Caldwell (2008) observes that business partner role for effective performance focus invariably on generic moves, rather than organization specific solutions. In order to realize the central role of line managers in HRM implementation, making them business partners and involving them in other organizational change activities, a change in their role is required. Storey (1992) argues that the changing role for line managers affects HR specialists and Employees. Along with integration, they pursue other outcomes related to organizational commitment flexibility, adaptability and quality.

Literature Review
Second Category Truss & Gill (2009) investigate HR Functional roles in public sector and find that theres a link between HR social capital and perceptions of HR functional performance on the part of both HR Staff and line managers.
Purcell and Hutchinson (2007) observe that theres substantial discussion on returning HRM to the line. They see clear evidence that the role of line managers in HRM and generally in management, has broadened while maintaining their traditional supervisory duties. Kuvaas & Dysvik (2010) suggest that line managers are of vital importance in implementing developmental HR Practices. Either they influence how such pratices are perceived by employees, or because positive experiences with both line managers and the HR practices seem to be needed in order for these practises to positively influence employee performance.

Literature Review
Third Category This Literature directly pertains to HLR. The literature in this category starts coming in the present decade and is far less than the previous two categories.
Renwick (2000) observes that while attempting devolvement and reconfiguration of HR work in general, the state of HRL work relations have received relatively little attention. Gennard and Kelly (1997) suggest that extensive participation between HR and Line Managers can create mutual benefit for both as they jointly contribute to solve business problems. Mitsuhashi et al (2000) finds that there are no significant differences between HR and Line executives perceptions of the importance of each functional area in HRM. However, there are significant differences between line and HR executive perceptions of the effectiveness of these areas. Line managers dont perceive HR to be a strategic partner.

Literature Review
Third Category Currie & Procter (2001) again observe that there is lack of understanding of the process of enhanching the willingness and ability of line managers to take on responsibility for HR issues.
Renwick and MacNeil (2002) suggest that line involvement in career development may raise prospect of building HRL partnership in working on career development but there may be problems in maintaining the balance of power between HR and Line Specialists. In Knowledge-Intensive environment HR becomes a more crucial part of the operation and a more critical role for the immediate manager. Under devolvement, it isnt long before HR Dept find it necessary to start monitoring the line managers actions and line managers may start asking for HR Specialists help with exceptional cases. Larsen & Brewster (2003), conclude that this relationship isnt simple; rather it is complex, ambiguous and confusing, with business partners sometimes coming into conflict with HR specialists and line managers, leading to a fragmented HR Provision.

Literature Review
Third Category Papalex andris & Panayotopoulou (2005) note an increasing tendency for HRL collaboration, with the main responsibility increasingly falling on the HRD. However, they observe that neither HR Managers have Offered the necessary support and advice to line managers nor have the latter willingly accepted involvement in HR issues.
Maxwell & Watson (2006) describe that the perspectives of HR specialists are different from line managers in five aspects: 1. Understanding & ownership of HR strategy 2. Line Managers involvement in and ranking of HR Activities 3. HR Specialists support of line managers 4. Barriers to line Managers involvement in HR Activities 5. The competence of line managers in HR Activities.

Literature Review
Third Category According to Francis & Keegan (2006) current models of HRM suggest that expectations about HR roles are changing as organizations are striving to make the HR function leaner and more strategic.
Casciaro & Lobo (2008) argue that negative interpersonal affect renders task competence virtually irrelevant in a person choice of a partner for task interactions but that positive interpersonal affect increases a persons reliance on competence as a criterion for choosing task partners, Facilitating access to organizational resources relevant to the task. The efforts to improve multiple competencies of HR professionals or line managers would be not effective until the two have a high quality relationship.

Conclusions
The Chronological presentation of literature and adoption of researcher letters at many places in this paper may be limitation of this study.
The importance given to HRM; supprots, barriers for line managers to take on HR responsibilities and level of line involvement in an organization may have implications for the relationship. The attitudes of HR managers towards their line counterpart and vise versa, HR role type played by an HRD and competencies of HRD shape this relationship. Besides HR spesific working relations, general relationship between HR specialist and line managers may also relevant. Different expressions like consesual, conflictual, collaborative, partnership, trade-off etc are available to express the nature of this relationship. Future research should focus on developing itemss for measuring attitudes of HR professionals towards line manager and vice versa. The confirmation of the explanatory/predicting variables of HRL relationship quality is also required. More empirical research is needed in addressing both of these issues.