Devolution of Human Resource Functions to Line Management

Douglas Davies

    Research output: Book/ReportBook

    Abstract

    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.
    Original languageEnglish
    Place of PublicationSaarbrucken, Germany
    PublisherLambert Academis Publishing
    Number of pages272
    Edition1
    ISBN (Print)9783845403359
    Publication statusPublished - 2011

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  • Cite this

    Davies, D. (2011). Devolution of Human Resource Functions to Line Management. (1 ed.) Lambert Academis Publishing.