Chasing the rainbow: how seeking status through strategy misses the point for the personnel function

Abstract

Personnel functions are increasing their involvement in human resource strategy and decreasing their involvement in operational personnel issues. This is generally seen as being fundamental to the achievement of any of the visions of HRM as a change from personnel management and the consequent increase in the status and influence of the personnel function. The paper, based on ESRC‐funded research in 214 British businesses, questions the assumption that relying on strategic involvement, while “giving away” operational and technical personnel activities, will increase the influence of the personnel function.

The devolution of HR to the line: Implications for perceptions of people management effectiveness

“…in devolved organizations). HR's enthusiasm is heartening for organizations considering a devolution strategy because some authors have cautioned that HR is not always eager to relinquish responsibility for people management to the line (Hall and Torrington 1998;Torrington and Hall 1996;Harris et al 2002). Our research indicates that a devolution strategy benefits people management, but many questions remain about how to maximize these benefits.…”

“…Further, even when resources are available for such training, 'turf' issues may prevent them from being used to produce real tangible support for the line. Researchers note that HR specialists are not always eager to relinquish responsibility for people management activities to the line (Torrington and Hall 1996;Hall and Torrington 1998;Harris et al 2002). In some organizations, HR managers may feel threatened by a devolution strategy and be fearful that it will diminish their role (Gennard and Kelly 1997;Renwick 2000).…”

The devolution of HR responsibilities – perspectives from the UK’s public sector

“…Torrington and Hall (1996) suggest that there has been a``taken-for-grantedness'' about the principle``with little critique of the proposition''. Their survey of the reallocation of personnel activities to line managers across 214 organisations observed a conscious effort to devolve but raised questions about the genuine commitment of personnel specialists to the process.…”

HRM Role in EEO: Sheep in Shepherd’s Clothing?

“…HR was always involved in selection processes, but, increasingly, together with the devolution of many HR responsibilities (Torrington and Hall, 1996), this role has assumed less importance; it has either been forgotten or thought to be unnecessary. There are still some authors who view HRM as having a role in compliance with employment law and EEO/AA legislation (e.g.…”