Implications of self-managing teams for the HRM function
ISSN: 1746-5265
Article publication date: 17 April 2020
Issue publication date: 9 July 2020
Abstract
Purpose
Organisations increasingly implement self-managing teams (SMTs) to empower their employees. By drawing from the HRM process model and multilevel thinking, this paper explores how the HRM function changes in terms of actors and activities when introducing SMTs.
Design/methodology/approach
An in-depth, multilevel case study was conducted at a large healthcare organisation in The Netherlands, making use of 70 interviews, document analysis and observations.
Findings
The findings show that SMTs transform the HRM function by changing the responsibilities of teams, HRM professionals and line managers in the implementation of HRM activities. The analysis shows that many HRM responsibilities are devolved to SMTs, which are supported by the HRM department.
Research limitations/implications
These changes in the HRM function influence the HRM implementation process and provide all actors with new roles and activities. Based on these findings, this paper presents an inductive model of HRM implementation.
Practical implications
The findings help HRM practitioners to transform the HRM function when deciding to introduce SMTs.
Originality/value
This article is one of the first that empirically explores how the HRM function changes as a consequence of introducing SMTs. This is important because more and more organisations are adopting SMTs, while knowledge about the role of HRM is lacking.
Keywords
Acknowledgements
This work is part of the research program Innovating Human Resource Management for Employee-Driven Innovation with project number 409-13-204, which is (partly) financed by the Netherlands Organization for Scientific Research (NWO).
Citation
Renkema, M., Bos-Nehles, A. and Meijerink, J. (2020), "Implications of self-managing teams for the HRM function", Baltic Journal of Management, Vol. 15 No. 4, pp. 533-550. https://doi.org/10.1108/BJM-06-2018-0230
Publisher
:Emerald Publishing Limited
Copyright © 2020, Emerald Publishing Limited