Devolution of Human Resource Functions to Line Management

The extent, level and degree of control by line managers of the Human Resource (HR) functions can have an impact on the productivity and profitability of an organisation. Line managers consider that they need the power to make decisions on the HR functions of recruitment, selection, training, compensation, performance management and industrial relations to effectively manage their team or department. HR departments consider that many line managers do not have the expertise or strategic skills to manage these functions.Using a case study approach of the electricity generation industry, this research has found that effetive devolution rarely occurs in a company. and may impact on the flexibility of the line manager to manage staff.Providing a model of devolution and flexibility, this study examines the case for devolution, as well as the problems that may occur if staff are not conversant with the intricacies of many of the HR functions.This book is essential reading for line managers, HR professionals, and researchers in HR and management, providing a study of the concept of devolution and flexibility.

Autorentext

Dr Doug Davies is Associate Professor of Management at the University of Canberra, Australia. He has a PhD in Management, and lectures in the fields of Human Resources, Industrial Relations and Management. He has published in a number of journals and has done research on staff turnover, skills developement and HRM in China.