Devolving responsibilities for human resources to line management? An empirical study about convergence in Europe

Abstract

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A European perspective on HRM

“…In HRM workers are a resource: they "are to be obtained cheaply, used sparingly and developed and exploited as fully as possible" (Sparrow and Hiltrop, 1994). HRM, it is argued, involves more integration of personnel policies (Lengnick-Hall and Lengnick-Hall, 1988); more integration with corporate strategy (Jackson and Schuler, 2000); implies more responsibility for line managers (Larsen and Brewster, 2003;Mayrhofer et al, 2004b); is clearly aimed at improving organisational performance (e.g., Becker and Gerhart, 1996;Bowen and Ostroff, 2004;Wright et al, 2003;Huselid et al, 1997;Delaney and Huselid, 1996) and involves a shift from collective to individual relationships with employees (Ramussen and Andersen, 2006) and a business oriented value system (Holbeche, 2002;Price, 1997).…”

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

“…Second, as, both formal and informal national-level institutions impose pressure on firms to localize HR architecture such as HR decision-making responsibility (Caligiuri, Lepak & Bonache, 2010, Lertxundi & Landeta 2012, we argue that national context is also important to MNCs when developing their global talent management architecture (Sparow, Scullion & Tarique, 2014). While the impact of national context on the location of HR decision-making has been reported in previous studies (Brewster & Larsen, 2000;Gooderham & Nordhaug, 2011;Mayrhofer, Brewster, Morley & Ledolter, 2011;Mayrhofer, Muller-Camen, Ledolter, Strunk & Erten, 2004), the coexistence of, and distinction between, formal and informal national institutions has been largely ignored. Our study distinguishes these influences.…”

Challenges of the European Union Social Market Economy in the Human Resource Management Paradigm

“…Europinės žmogiškųjų išteklių vadybos koncepcijos specifikos tyrimų etapas -prielaida europinei žmogiškų jų išteklių vadybos paradigmai kurtis (Thurley et al 1990;Sparrow et al 1994a;Brewster 1995Brewster , 2007Forster, Whipp 1995;Gooderham et al 1999;Mayrhofer et al 2002Mayrhofer et al , 2004Mayrhofer et al , 2005Mayrhofer et al , 2011Larsen, Brewster 2003;Larsen, Mayrhofer 2006;Brewster et al 2004Brewster et al , 2005Brewster et al , 2007Brewster et al , 2012Mayrhofer et al 2004;Ramussen, Andersen 2006;Makela, Brewster 2009;Lobanova 2013 ir kt.). skirti reaguoti į naujus ekonomikos ir visuomenės raidos iššūkius, plėtojant holistinį ir darnų požiūrį į organizaci ją ir žmogiškuosius išteklius (Evans 1999;Ehnert 2009;Bagdonienė et al 2009;Farndale et al 2010;Lobanova 2012;Lobanova, Melnikas 2012 ir kt.…”