Letting go or holding on ‐ the devolution of operational personnel activities

Hall, Laura; Torrington, Derek

doi:10.1111/j.1748-8583.1998.tb00158.x

Cited by 115 publications

(150 citation statements)

References 15 publications

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“…Human resource management practice has seen a significant shift from centralized decision-making at senior management levels to decentralized devolved responsibility at line manager level (Bond & Wise, 2003;Colling & Ferner, 1992;Cunningham & Hyman, 1999;Hales, 2006;Hall & Torrington, 1998;Hutchinson & Wood, 1995;Stoker, 2006). Line managers are playing more active roles in HR decision-making and the line manager acts as an intermediary between strategic and operational organizational activities (Dopson, Risk, & Stewart, 1992;Hales, 2006;Stoker, 2006).…”

Section: Hr and Wlb Policy And Practice -The Role Of Line Managersmentioning

confidence: 99%

Work-life balance policy and practice: Understanding line manager attitudes and behaviors

McCarthy

Darcy

Grady

2010

Human Resource Management Review

163

114

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a r t i c l e i n f o a b s t r a c tWork-life balance (WLB) is receiving increasing attention in the human resource management field. Line managers are playing a more active role in HRM decision-making, including work-life balance decisions, with the devolution of human resource management responsibility. Drawing on the theory of planned behavior, this paper develops a conceptual model explaining what affects line manager WLB policy and practice behaviors and the consequent impact on employee WLB experience in their organizations. Line manager WLB policy involvement, policy awareness, perceived policy instrumentality, and personal policy utilization are variables which are proposed to impact line manager attitudes towards WLB policies. These attitudes, in turn, are proposed to affect three employee WLB policy outcomes: employee WLB policy awareness, policy uptake, and policy satisfaction. The implications for future research and practice are set out.

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Section: Hr and Wlb Policy And Practice -The Role Of Line Managersmentioning

confidence: 99%

Work-life balance policy and practice: Understanding line manager attitudes and behaviors

McCarthy

Darcy

Grady

2010

Human Resource Management Review

163

114

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“…2.1.2 Delegation of HR practices to Line Managers To make HR managers more available for participation in strategic decision-making process, Budhwar and Khatri (2001) argued that the responsibility of routine execution and administration of HR practices should be delegated to line managers as they have direct and frequent contact with employees. However, for the benefit of devolvement to be realized, line managers will need to possess appropriate skills to execute HR practices competently and effectively to a benchmarked standard advocated by HR managers (Hall and Torrington, 1998). This means that the senior HR manager needs to be a strategic partner with line managers, providing training, resources, incentive and a communication channel to ensure these HR practices are carried out in accordance with HRM policy (Teo, 2002).…”

Section: Integration Of Hrm With Corporate Strategiesmentioning

confidence: 99%

Strategic Human Resource Management and Organizational Performance in the Nigerian Manufacturing Sector: An Empirical Investigation

Ayanda¹,

Danlami²

2011

IJBM

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Despite the relatively large bulk of literature on strategic HRM, there is still an ongoing debate as to whether it exists in reality or is merely rhetoric. This paper attempted to broaden the scope of existing literature by examining the extent to which Strategic HRM is practiced in the Nigerian manufacturing sector as well as its impact on organizational performance. A multi-respondent survey of 21 Nigerian manufacturing companies was undertaken and data collected was subjected to correlation and regression analysis as well descriptive statistics in pursuance of the stated objective of finding a fit between organizational performance and strategic human resource management practices. Results show that strategic HRM was moderately practiced by the companies operating in the Nigerian manufacturing sector. Results also indicate that line management devolvement, innovative recruitment and selection system, regular training and development of personnel, equity based compensation system, performance appraisal system, effective career planning system and a robust employee participation in the organizations' decisions and actions are the key strategic HR practices that influence organizational performance in the Nigerian manufacturing sector. It therefore, implies that companies operating in the Nigerian manufacturing sector should pay more attention to these practices with a view to improving their implementation across the industry.

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“…Studies in some developing countries find that a mix of education and training is available for skill acquisition and there are multiple paths to skill development for a given occupation (Benhabib & Spiegel 1994). A study of education provision in Shenzhen, China shows that both firm provided on-the-job training and adult education financed by employees offer substantial means to develop vocational/technical skills and provided about 2.07 million head ISSN 2162-3058 2014 www.macrothink.org/ijhrs counts of education and training to the workforce of 2.5 million during the period of 1980-1996(Hall & Torrington, 1998. Given that education and training programs for working adults have experienced significant expansion, it is important that they be included in estimations of returns to education and training.…”

Section: Human Capital Theorymentioning

confidence: 99%

“…Todaro (1998) maintained that productivity is largely characteristic of jobs rather than of workers; employers use education credentials to select workers because better-educated workers can be trained for specific jobs more quickly and at a lower cost than their less-educated peers. Hall & Torrington (1998) posited that differences in capital accumulation, productivity, and therefore output per worker are fundamentally related to differences in social infrastructure across countries. Such social infrastructure includes the institutions and government policies that determine the economic environment, within which individuals accumulate skills and firms accumulate capital and produce output.…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%