HRM implementation by line managers: explaining the discrepancy in HR-line perceptions of HR devolution

Previous studies already established the idea of a partnership in which HR professionals and line managers share an organisation's HRM responsibility. Yet, this relationship is often plagued by conflicts and other obstacles. As such, a perceptual discrepancy is likely to exist between both part...

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Bibliographic Details
Published inInternational journal of human resource management Vol. 27; no. 17; pp. 1901 - 1919
Main Authors Op de Beeck, Sophie, Wynen, Jan, Hondeghem, Annie
Format Journal Article
LanguageEnglish
Published London Routledge 24.09.2016
Taylor & Francis LLC
Subjects
HR devolution
HR partnership
Human resource management
line management
Line managers
perceptual differences
Responsibilities
Studies
Tobit approach
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Summary:Previous studies already established the idea of a partnership in which HR professionals and line managers share an organisation's HRM responsibility. Yet, this relationship is often plagued by conflicts and other obstacles. As such, a perceptual discrepancy is likely to exist between both parties on the degree of HR devolution, which may eventually lead to bad performance. Using survey data, we empirically analyse which factors may explain a perceptual discrepancy between HR professionals and line managers on the latter group's role in HRM. Results show that the HR-line discrepancy on the degree of HR devolution is rooted in differences in perception on several other factors, including organisational support, (personnel) red tape, the line's individual capacity and age. Overall, though, it is a matter of understanding both HR's expectations and the line's experiences in all aspects of their partnership.
ISSN:0958-5192
1466-4399
DOI:10.1080/09585192.2015.1088562