The where and the who of HRM decision-making: HRM decentralization and devolution

IF 2.7 3区 管理学 Q2 INDUSTRIAL RELATIONS & LABOR
Nadima Hassan, Jordi Trullen, Mireia Valverde
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引用次数: 0

Abstract

Purpose

HRM decentralization and devolution have been highlighted as key HRM processes in organizations’ quest for increased flexibility. Although they have been extensively studied in the MNC and International HRM literature, they have mainly been examined on a separate basis, and their definition and operationalization have often been confused. Thus, we first clarify the difference between the two concepts by refining the definitions by Hoogendoorn and Brewster (1992), and then empirically examine how they are related.

Design/methodology/approach

The relationship between HRM decentralization and devolution is examined by means of a survey in a large multi-country sample of multi-unit organizations.

Findings

Regarding our clarification objective, we contend that devolution has to do with who takes responsibilities for HRM (i.e. line managers or HRM professionals) while decentralization refers to where HRM responsibilities are allocated (i.e. headquarters or increasingly local units). Regarding the relationship between the two concepts, the results show that higher levels of HRM decentralization are related to higher levels of devolution, but this association is attenuated in organizations with more powerful HRM departments.

Originality/value

The study contributes to theory and practice by disentangling, at the conceptual, operational, empirical and practical levels, two different but related HRM decisions (how much to devolve and how much to decentralize HRM) that organizations must make to efficiently cope with the characteristics of their own structure and competitive environment. It highlights the role of the relative power of HRM departments in how HRM responsibilities are ultimately distributed across the organization.

人力资源管理决策的地点和人员:人力资源管理权力下放和权力移交
目的 人力资源管理局的权力下放和权力移交已被强调为组织寻求提高灵活性的关键人力资源管理过程。虽然跨国公司和国际人力资源管理文献对这两个概念进行了广泛研究,但主要是将它们分开来研究,而且它们的定义和可操作性经常被混淆。因此,我们首先通过完善 Hoogendoorn 和 Brewster(1992 年)的定义来澄清这两个概念之间的区别,然后通过实证研究来探讨它们之间的关系。研究结果关于我们的澄清目标,我们认为,权力下放与谁承担人力资源管理责任有关(即直线经理或人力资源管理专业人员),而权力下放指的是人力资源管理责任的分配地点(即总部或越来越多的地方单位)。关于这两个概念之间的关系,研究结果表明,人力资源管理分权程度越高,权力下放的程度也越高,但在人力资源管理部门权力更大的组织中,这种关联就会减弱。 原创性/价值 本研究从概念、操作、经验和实践等层面,将组织为有效应对自身结构和竞争环境的特点而必须做出的两种不同但相关的人力资源管理决策(人力资源管理权力下放的程度和权力下放的程度)进行了区分,从而为理论和实践做出了贡献。它强调了人力资源管理部门的相对权力在组织内部最终如何分配人力资源管理职责方面所起的作用。
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来源期刊
Employee Relations
Employee Relations Multiple-
CiteScore
6.50
自引率
8.80%
发文量
69
期刊介绍: ■Communication, participation and involvement ■Developments in collective bargaining ■Equal opportunities ■Health and safety ■HRM ■Industrial relations and employment protection law ■Industrial relations management and reform ■Organizational change and people ■Personnel and recruitment ■Quality of working life
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