The different roles of corporate and unit level human resources managers in the hospitality industry

Abstract

Purpose

The purpose of this research is to analyze differences between the roles of HR managers at the corporate and unit level in the specific context of the hospitality industry.

Design/methodology/approach

Semi‐structured interviews with 12 HR managers in three countries, complemented by a short questionnaire, yielded quantitative data on Ulrich's HR roles, work time spent in various roles and various degrees of involvement in decision making. Respondents also provided qualitative accounts of their roles.

Findings

Distinct differences exist between HR work at the corporate and unit level. Whereas unit level managers tend to focus on their role as “administrative experts” and “employee champions”, corporate level managers stressed their role as “strategic partners” and “change agents”. Corporate level managers benefit from earlier involvement in organizational decisions than those at unit level.

Research limitations/implications

A comparatively small convenience sample of 12 HR managers was used. This limitation is mitigated, however, by the inclusion of managers from three different countries and a good balance of corporate and unit level managers in the sample.

Practical implications

The research provides clear evidence of a lack of strategic HR orientation at both the unit and the corporate levels. These results should help corporate decision‐makers rethink and reorient the activities of HRM in their organizations and strengthen its role in organizational decision making.

Originality/value

Despite the popularity of the Ulrich model, there is hardly any empirical research on differences in HR management across organizational levels. The present study explores this topic with a particular focus on the hospitality industry.

Citation

Raub, S., Alvarez, L. and Khanna, R. (2006), "The different roles of corporate and unit level human resources managers in the hospitality industry", International Journal of Contemporary Hospitality Management, Vol. 18 No. 2, pp. 135-144. https://doi.org/10.1108/09596110610646682