The devolution of human resource management to line managers: A preliminary examination of the hotel industry in Halifax, Canada

Abstract

Abstract This paper overviews the tourism and hospitality industry in Canada, reviews relevant research on human resource management devolution generally, and examines human resource management devolution in five major hotels in the region of Halifax, Nova Scotia. Findings suggest that managers in hotels are engaged in human resource management activities however, involvement is uneven, in terms of type and level, across properties. Drivers of devolution are identified, perceptions of upper-level managers, human resource practitioners, and line managers about devolution are examined, and effectiveness of devolution is discussed. Implications for hotel managers, study limitations, and future research are presented.