The Role of Line Supervisors in the Implementation of Human Resource Management Policies and Practices (A Case Study of Sheraton Addis Luxury Collection Hotel)
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Date
2016-06
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Addis Ababa University
Abstract
Implementation of HRM by line supervisors could positively impact employees’ satisfaction, attitudes and job behaviours which are directly related to the achievement of continuous improvement in the performance of an organization. The primary objective of this research has been to analyze the role of line supervisors in the implementation of human resource management policies and practices in the case of Sheraton Addis Luxury Collection Hotel. Data was collected from 57 line supervisors and 281 employees of the hotel, whilst the study covered 33 outlets or sections and it employed self- administrated questionnaires. The data collection involved all line superiors and those employees who were selected from all outlets using a quota sampling method .Two types of online questionnaires were administrated for supervisors and employees, respectively. The first part of both questionnaires focused on demographic information of the respondents. The second part focused on those variables that measure the effectiveness of line supervisors as implementers of HRM policies and practices. Outlets were the major unit of analysis of the study. The result of the study indicated that the HRM-related competence of line supervisors, the time provided to handle HRM-related responsibilities and the support they obtain from HR department varies across outlets. However, on average, line supervisors do not provided time to handle HRM responsibilities. However; they are satisfied with the support they obtain from the HR department as well as about their own HRM-related competences. The study also gave insight on the negative impact a long span of control has on the HR related effectiveness of line supervisors. Although employees are satisfied with the HRM-related performance of their respective line supervisors, only 24% of outlets employees are engaged to their direct supervisors. To fill the gap in employee engagement to their direct supervisors the study recommended specific training regarding the core HR activities, measures towards enhancing the HRM related capacity of line supervisors, optimizing the span of control and institutionalizing integrated HRM systems in order to achieve and maintain best organizational performance.
Kay words: line supervisors, HRM implementation, employee engagement
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Keywords
line supervisors, HRM implementation, employee engagement