HRM implementation by line managers

Explaining the discrepancy in HR-line perceptions of HR devolution

Sophie Op de Beeck*, Jan Wynen, Annie Hondeghem

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

Abstract

Previous studies already established the idea of a partnership in which HR professionals and line managers share an organisation's 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 group's 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 line's individual capacity and age. Overall, though, it is a matter of understanding both HR's expectations and the line's experiences in all aspects of their partnership.

Original languageEnglish
Pages (from-to)1901-1919
Number of pages19
JournalInternational Journal of Human Resource Management
Volume27
Issue number17
DOIs
Publication statusPublished - 2016
Externally publishedYes

Keywords

  • HR devolution
  • HR partnership
  • line management
  • perceptual differences
  • Tobit approach
  • PERCEIVED ORGANIZATIONAL SUPPORT
  • HUMAN-RESOURCE MANAGEMENT
  • MULTIPLE-ITEM
  • SINGLE-ITEM
  • PERFORMANCE
  • TURNOVER
  • TRUST

Cite this

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title = "HRM implementation by line managers: Explaining the discrepancy in HR-line perceptions of HR devolution",
abstract = "Previous studies already established the idea of a partnership in which HR professionals and line managers share an organisation's 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 group's 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 line's individual capacity and age. Overall, though, it is a matter of understanding both HR's expectations and the line's experiences in all aspects of their partnership.",
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author = "{Op de Beeck}, Sophie and Jan Wynen and Annie Hondeghem",
year = "2016",
doi = "10.1080/09585192.2015.1088562",
language = "English",
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HRM implementation by line managers : Explaining the discrepancy in HR-line perceptions of HR devolution. / Op de Beeck, Sophie; Wynen, Jan; Hondeghem, Annie.

In: International Journal of Human Resource Management, Vol. 27, No. 17, 2016, p. 1901-1919.

Research output: Contribution to journalArticleScientificpeer-review

TY - JOUR

T1 - HRM implementation by line managers

T2 - Explaining the discrepancy in HR-line perceptions of HR devolution

AU - Op de Beeck, Sophie

AU - Wynen, Jan

AU - Hondeghem, Annie

PY - 2016

Y1 - 2016

N2 - Previous studies already established the idea of a partnership in which HR professionals and line managers share an organisation's 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 group's 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 line's individual capacity and age. Overall, though, it is a matter of understanding both HR's expectations and the line's experiences in all aspects of their partnership.

AB - Previous studies already established the idea of a partnership in which HR professionals and line managers share an organisation's 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 group's 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 line's individual capacity and age. Overall, though, it is a matter of understanding both HR's expectations and the line's experiences in all aspects of their partnership.

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KW - PERFORMANCE

KW - TURNOVER

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