HRM – the devolution revolution: What line managers really think about their increasing involvement in managing HR

Abstract

Demarcation between functions is one of the hardest things to get right in an organization and this is especially true of line managers and human resource management (HRM). In the absence of an HR department, line managers may find themselves doing HRM by default. In some organizations with an HRM function, some line managers may resent what they regard as outside interference with their hiring and firing decisions. Added pressures may come from the fact that in many organizations HRM is now a strategic activity that may drive and determine specific activities and targets. A new study provides a wealth of fascinating detail about line managers’ responses to “doing HRM”.

Citation

(2004), "HRM – the devolution revolution: What line managers really think about their increasing involvement in managing HR", Human Resource Management International Digest, Vol. 12 No. 3, pp. 27-29. https://doi.org/10.1108/09670730410534902