National and firm-level drivers of the devolution of HRM decision making to line managers

Context and HRM: Theory, Evidence, and Proposals

“…Croucher et al (2010) had similar findings, noting also that collective employee voice (see below) had no impact, but that calculative HRM strategies were significant. In line with Gooderham et al (2015), Poutsma, Ligthart, and Schouteten (2005) too observe considerable diversity at the within-country level.…”

“…Employing a multi-level analysis, Gooderham et al (2015) examine the impact of firm and national level characteristics on the location of the primary responsibility for HRM decision-making concerning the following four HRM areas: pay and benefits; recruitment and selection; training and development; and industrial relations. At the national level, they CONTEXT AND HRM: THEORY, EVIDENCE, AND PROPOSALS employ Botero et al (2004) in order to test whether institutional conditions influence the location of HRM decision making.…”

A framework for comparative institutional research on HRM

“…Cranet research has examined the role of the HRM department in relation to line managers, finding firm and national level influences (Brewster, Brookes, & Gollan, 2015;Gooderham, Morley, Parry, & Stavrou, 2015). Both formal and informal institutions influence the role of the HRM function so that organisations in LME countries are the least likely to assign responsibilities for HRM to the line.…”

HRM and performance—The role of talent management as a transmission mechanism in an emerging market context

“…Thus, it is assumed that the HRM function is considered a partner to the business (Lawler & Boudreau, 2009;Tarique & Schuler, 2014) and is capable of "managing" organisational cultures and supplying leadership and technical talent across the organisation (Garavan, 2012;Tansley & Tietze, 2013). Powerful HRM functions (in this study, variables that test HRM strategy-business strategy alignment) are those that have board level representation, form part of the top team and are involved in the strategic decision making of the organisation and are taken seriously (Gooderham, Morley, Parry, & Stavrou, 2015;Lawler, 2009;Sheehan, De Cieri, Cooper, & Brooks, 2014). Yet TM is viewed as the remit of the senior management team (Fernandez-Araoz, Groysberg, & Nohria, 2011), and HRM as a function has struggled with its image and is often excluded from decision making, playing only a secondary role in cultural integration (Björkman & Soderberg, 2006;Lawler & Mohrman, 2003).…”