The devolution of HR to the line: Implications for perceptions of people management effectiveness

Abstract

The devolution of human resource responsibilities from human resource managers to line managers is both a growing and global trend. A number of authors has suggested that there are positive as well as negative consequences of devolution. The current study conducted a survey of US human resource managers to explore the effect of devolution on human resource managers' perceptions of people management effectiveness in their organizations. Results revealed a positive effect of devolution on perceived people management effectiveness. However, this effect was qualified by an interaction between devolution and line support. Contrary to expectation, this interaction revealed that providing line managers with training and support for their human resource responsibilities had a greater positive impact on perceived effectiveness in organizations that had not devolved (non devolvers) compared to those that had (devolvers).

Keywords:

• human resources
• devolution
• human resource strategy
• people management effectiveness

Acknowledgement

This study was funded by a grant from the SHRM Foundation. However, the interpretations, conclusions and recommendations are those of the author(s) and do not necessarily represent the views of the Foundation.