Do Human Resource Managers Differ From Other Managers?: Evidence From a Sample of American Managers
Aminu Mamman
Abstract
This paper investigates the views of Human Resource (HR) and non-HR managers. The views investigated are on jobs, employee participation, training and development, trade unions and stakeholders. The paper sets out to test one general hypothesis that, because HR managers are more likely to be familiar with the new developments in HRM theories and practice, and their views on the issues investigated would be significantly different from non-HR managers. Analyses of variance between HR and non-HR managers did not provide evidence to support the general hypothesis. The results of the investigation revealed that, the respondents consider both intrinsic and extrinsic rewards as important. They also have favourable attitudes to employee participation and training and development. Although the managers believe that unions should be concerned with issues beyond pay and working conditions (ie Offering some support to trade unionism), they do not believe that trade unions are acting in the organisations' economic interest. The managers also believe that joining unions will be detrimental to their own promotion opportunity. The data analysed provide evidence to suggest that the managers have a pluralist perspective. For example, the majority of them are willing to promote the interests of multiple stakeholders. The implications of the findings are discussed.
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