here has been much talk about the devolution of operational personnel activities 1 from personnel specialists to line managers, and yet, to date, there has been little detailed research and analysis of what is actually happening. It is important that we are able to differentiate more clearly between the rhetoric and the reality of devolution. In much of the work that has been done dev olution has often been conf used with decentralisation, so we need to clarify from the outset the focus of this research. We are concerned here with the devolution of operational personnel activities to non-specialist line managers. We are not concerned with decentralisation of a central personnel function to personnel professionals at lower levels of the organisation. The literature in this area is often intermingled with that on decentralisation of the personnel function and it is difÂ® cult to disentangle the two. For example, IRS (1994) describe a combination of devolution to line managers and devolution to unit personnel under the title `devolving personnel dutiesâ . Purcell and Ahlstrand (1994: 98) discuss the trend to devolve key personnel activities... for example... the decentralisation of collective bargaining... As a result operational management and lower level
Human Resource Management Journal – Wiley
Published: Jan 1, 1998
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