HRM implementation by line managers : explaining the discrepancy in HR-line perceptions of HR devolutionHRM implementation by line managers : explaining the discrepancy in HR-line perceptions of HR devolution
Faculty of Social Sciences. Political Sciences
Public Administration & Management
International journal of human resource management. - London
27(2016):17, p. 1901-1919
University of Antwerp
Previous studies already established the idea of a partnership in which HR professionals and line managers share an organisations 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 groups 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 lines individual capacity and age. Overall, though, it is a matter of understanding both HRs expectations and the lines experiences in all aspects of their partnership.