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No abstract

This article uses large‐scale international data to examine how much autonomy organizations have to assign human resource management responsibilities to line managers, as indicated in the prescriptions of the literature. We use data from 11 countries to explore the impact of a variety of internal characteristics of organizations and the kind of economy in which they operate. We find that around half of the organizations assign HRM responsibilities to the line and that organizations appear to have considerable latitude in making choices in this area. Organizations in the Nordic economies are most likely to assign responsibilities for HRM to the line and those in the liberal market economies are the least likely to do so. In any economy, larger organizations, unionized organizations, and those with strategically positioned HRM departments are the least likely to allocate responsibilities for HRM to the line. We discuss the implications of our findings for future research and for practice. © 2014 Wiley Periodicals, Inc.

Compensation systems, such as individualized pay-for-performance (I-PFP

This article assesses whether the operation of works councils or joint consultative committees (JCCs) is inimical to unionization in different business systems. An extensive transnational survey reveals that both works councils and JCCs are positively associated with a union presence; there is no evidence from this sample that either is used to any significant extent as a substitute for unions. The finding holds true irrespective of business system. Its implications for industrial relations actors are examined.