Introduction
People management has been identified as a strategic process of developing, motivating, and managing employees within an organisation, to align with skills and achieve business objectives in an effective way. Regarding this, Mullins (2016) stated that managing people through day-to-day activities, whereas organisational behaviour is the act in which a group can possess its behaviours within a business culture. The present discussion will include knowledge, behaviours and skill sets, of efficient people managers within The Wellington Arms business, along with HR progressions assisting the management of performance. The Wellington Arms is an award-winning inn on the border of Hampshire, responsible for carefully crafting dishes using home-grown produce and best for the local areas (The Wellington Arms, 2025). It will also consider contemporary disputes in the management of people processes for line managers, as well as provide recommendations to address the issues.
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Skill Sets, Attitudes and Knowledge of Effective People Managers
People have been deemed to be the best asset of an organisation, although not always given the attention they need or deserve from their line managers (Dutta and Chaudhry, 2021). Herein, the attitude of managers is expected to set an example for their subordinates, with line managers playing a crucial role in shaping the perceptions of employees regarding HRM. This can be conducted with the assistance of leadership actions and HR practices. Leadership has evolved to be a multidimensional and complex singularity, despite its effectiveness being at the core of organisational success. This has been underpinned by the Great Man Theory of Leadership, which determined that leaders are born with assets and cannot be trained into one. However, contradicting this perception, the Trait Theory of Leadership was postulated, establishing the fact that leadership attributes can be inherited or people can be trained to evolve as leaders (Benmira and Agboola, 2021).
In this modern era, senior managers across a wide range of organisations expect their managers to be able to make use of the best resources available, delivering with lower budgets, with fewer people, at a rapid pace. With the lack of employee morale across the UK hospitality industry, burnout has now been at the crux of this issue. This has been laced with around 69% of managers experiencing it, resulting from long working hours, 68% resulting from high stress levels and 64% from understaffing (Gentle, 2024). It is important for the managers of the Wellington Arms to have knowledge of commercial operations, government policies and industry trends to ensure that the preferences of workers are met and employee morale is restored across the firm. Consequently, the skills that people managers across the organisation need to have include communication, adaptability, resilience, empathy, politeness, patience and resilience. The behaviours that people managers can adapt to include the establishment of employee training programmes to help them stay motivated and engaged across the Wellington Arms.
Herein, the UK hospitality sector has been taking actions to address such issues with the help of the knowledge, behaviours and skill sets of people managers. For instance, the industry has introduced around 58% of flexible working hours, 52% of increases in wage rates, and 43% of recruitment. Furthermore, most UK hospitality organisations offer employees training around mental well-being and health, in comparison to the US counterparts (57% vs 46%). The frontline enablement solution has showcased that the hospitality industry has been experiencing the impact of staff shortages, demanding changes to safeguard the impending operations of the sector. Despite such challenges, managers have been optimistic, establishing resilience in this sector across the UK (Gentle, 2024). Successful hotel managers require skills in organisation, detailed focus and leadership, aimed at running operations with efficacy, laced with guest experience skills, effective communication, continuous skill development and strong financial skills (Broder, 2025). Such attributes are crucial for maintaining morale and resolving issues among guests and staff, while being updated with industry trends and maintaining competitiveness.
HR Procedures Assisting Performance Management
Human Resource Management (HRM) is crucial for supporting performance management within an organisation for enhancing business efficiency as well as uplifting customer engagement. Performance management processes in HR are a continuous cycle for employees in order to achieve business goals, monitor, and develop overall business functionalities for providing productivity and attaining organisational goals. Regarding this, Vuong and Nguyen (2022) stated that the evaluation of employees along with their performance within a business is significant for maintaining consistency within an organisation. In relation to this, HR processes of The Wellington Arms are also responsible for motivating its employees in terms of supporting an extensive range of performances among employees. Along with this, Djajasinga et al. (2021) opined that HR managers within the hospitality industry focus on setting clear goals, providing regular feedback, delivering optimum training, and offering strong recognition to employees. Focusing on it, HR managers within The Wellington Arms support the performances of employees within the organisation through offering training and feedback effectively. HR processes include providing support and motivation to employees to improve enhance business efficacy in an effective manner, as well as help in leveraging overall productivity.
Providing support and managing the behaviours of employees within the hospitality industry facilitates the retention of optimum customers. Based on this, Emon and Chowdhury (2023) stated that the recognition of skill gaps and providing relevant training to the employees helps in supporting the performance of employees effectively. Relating to this, the Wellington Arms is effective for managing employee performance with the help of HR managers. Relating to this, the employee lifecycle model can be effective for managing the performance of people within the workplace as it includes several aspects based on attraction, recruitment, development, onboarding, retention, and offboarding. The mentioned phases of the employee lifecycle model can be incorporated within an organisation like the Wellington Arms in order to recruit and attract talented employees, as well as retaining them effectively within the business is crucial for encouraging productivity in an effective manner. Thus, the establishment of the concept of the employee lifecycle model within the organisation facilitates improving overall performance management within the workplace culture.
HR processes are effective in terms of managing overall performance in an effective manner, as they include delivering continuous training facilities along with employee motivation to improve business performance. Monitoring and evaluating continuous progress within the hospitality industry helps in uplifting overall processes as well as retaining optimum customers. Regarding this, Nduati and Wanyoike (2022) stated that HR managers within an organisation are accountable for co-operating and illuminating job errands and performance expectations, which facilitates improving overall business efficiency in an operative manner. Concerning this, HR managers of The Wellington Arms are focused on providing optimum support to employees in terms of managing performance in an effective manner through motivating them effectively. Apart from this, ethical issues within the evaluation of HR processes are based on fairness and bias, privacy, and confidentiality. Based on this, Matimbwa and Kamala (2024) stated that unfair treatment in hiring processes and a lack of clarity in HR policies within a business lead to ethical issues within the HR field. Thus, HR processes within The Wellington Arms possess ethical challenges based on bias, data privacy, and a lack of fairness within the workplace that can lead to lower employee retention within the business.
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Contemporary Disputes in People Management for Line Managers
The effective and efficient management of people takes place across a broader environmental setting, involving the varying designs of an organisation and the attitudes of individuals towards work (Mullins, 2016). It has been commonly documented that the globalised economy, the shift towards more customer-centric markets and advancements in the field of scientific knowledge are factors contributing to constant changes. Other than this, increased competitiveness across businesses has further led to the establishment of greater organisational flexibility. People management takes into account balanced resources, engaged employees, developed talent, evaluated performance and recognised contribution. However, with the job of individual managers differing widely, important issues such as the development of human resources and the demand for alternative organisational measures have summed up.
In addition, the management of change, the motivation of staff, and appropriate leadership practices are other issues experienced by organisations. There are also problems, such as the constantly changing nature of organisations, cultural differences, business ethics, stress, lack of work-life balance and behavioural adaptations (Mullins, 2016). It is the job of managers to get things done with the support of their people (Armstrong, 2025). This requires the integration of skills, behaviours and knowledge on the part of people managers, aimed at delivering effective changes and addressing HRM issues. The Scientific Management Theory by Frederick Taylor takes into account fair working practices, effectively fragmenting work and investing control over organisational planning (Merkle, 2023). Herein, the contemporary issues in people management have been quite problematic for line managers across The Wellington Arms in the UK hospitality industry.
Managers need to get things done with the help of their people (Armstrong, 2025). This requires the integration of skills, behaviours and knowledge on the part of people managers, aimed at delivering effective changes and addressing HRM issues. For instance, around 82% of front-line managers are not valued as excellent inabilities and skill sets as leaders. About 80% of managers are discontented with their jobs that they have been carrying out as leaders, while 70% of their senior managers are of the same opinion. This recent research has also revealed that 40% of newly employed managers often fail in their attempts for the first 18 months.
Other than this, about 50% of managers have also been categorised as incompetent, a wrong recruit, a complete failure, or a distress by their co-workers. Such failures or inadequacies have been the result of poor management, especially on the part of newly hired line management, in managing people and evolving as a leader from a team member. Across the Wellington Arms, negative employee reviews have showcased that the managers are condescending and rude, are not honest and support bullying, adversely impacting the mental health of workers, leading to high staff turnover rates (Glassdoor, 2025). With constant employee burnout and staff shortages across the hospitality sector, around 53% of UK managers believe that their staff have been suffering due to low morale and stress (Gentle, 2024).
