The devolution of HRM to middle managers in the Irish health service
Abstract
Purpose
The aim of this paper is to examine the impact of organisational restructuring on the devolution of HRM to middle managers in the Irish health service.
Design/methodology/approach
The study involved interviews with a cross‐section of 48 HR and line managers in one area of the Irish health service.
Findings
Decision making by both HR and middle managers was adversely affected by the increased layers of bureaucracy that had resulted from the restructuring process. HR managers were devolving HR activities but were still retaining control of information systems and this was both slowing down middle management decision making and leading to the creation of new databases by the managers themselves. HR managers were emerging as regulators of HR activities.
Research limitations/implications
The study was conducted in only one area of the Irish health service and with a limited number of respondents.
Originality/value
The study examines the way in which organisational context impacts on the devolution of HR activities to line managers and adds to an understanding of the relationship between HR and middle managers in the devolution of HR activities to line managers.
Keywords
Citation
Conway, E. and Monks, K. (2010), "The devolution of HRM to middle managers in the Irish health service", Personnel Review, Vol. 39 No. 3, pp. 361-374. https://doi.org/10.1108/00483481011030548
Publisher
:Emerald Group Publishing Limited
Copyright © 2010, Emerald Group Publishing Limited