Strategic Integration and Devolvement of Human Resource Management in the UK Manufacturing Sector

Strategic Integration and Devolvement of Human Resource Management in the UK Manufacturing Sector This paper analyses the practices of ‘integration’ of HRM into the corporate strategy and ‘devolvement’ of responsibility for HRM to line managers in six British manufacturing industries. The findings are based on a questionnaire survey, in‐depth interviews and cognitive mapping methodologies. The results show that over 50% of the firms under study practise a high level of strategic integration. On the other hand, over 61% of the sample firms practise a low level of devolvement practices. Interestingly, both the practices of integration of HRM into the corporate strategy and devolvement of HRM to line managers are more determined by a number of organizational policies than traditional contingent variables. The adoption of the mixed methodology has been useful. The findings contribute to strategic HRM literature, and also have some key messages for policy‐makers in the field. The cognitive maps developed in the paper could be used to give feedback and training to managers. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png British Journal of Management Wiley

Strategic Integration and Devolvement of Human Resource Management in the UK Manufacturing Sector

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Publisher
Wiley
Copyright
British Academy of Management 2000
ISSN
1045-3172
eISSN
1467-8551
DOI
10.1111/1467-8551.00174
Publisher site
See Article on Publisher Site

Abstract

This paper analyses the practices of ‘integration’ of HRM into the corporate strategy and ‘devolvement’ of responsibility for HRM to line managers in six British manufacturing industries. The findings are based on a questionnaire survey, in‐depth interviews and cognitive mapping methodologies. The results show that over 50% of the firms under study practise a high level of strategic integration. On the other hand, over 61% of the sample firms practise a low level of devolvement practices. Interestingly, both the practices of integration of HRM into the corporate strategy and devolvement of HRM to line managers are more determined by a number of organizational policies than traditional contingent variables. The adoption of the mixed methodology has been useful. The findings contribute to strategic HRM literature, and also have some key messages for policy‐makers in the field. The cognitive maps developed in the paper could be used to give feedback and training to managers.

Journal

British Journal of ManagementWiley

Published: Dec 1, 2000

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