HR devolution
8 important questions on HR devolution
The four roles of Storey in personnel managers, this is based on the 2 dimensions of strategic vs tactical & interventionary and non-interventionary. What do the advisors do? (lecture)
Advisors are internal consultants, who do the actual running of HRM in hands of the managers
The four roles of Storey in personnel managers, this is based on the 2 dimensions of strategic vs tactical & interventionary and non-interventionary. What do the handmaidens do? (lecture)
Service provider to the line manager
The four roles of Storey in personnel managers, this is based on the 2 dimensions of strategic vs tactical & interventionary and non-interventionary. What do the regulators do? (lecture)
Focus on actions but only on a tactical level --> formulating rule and monitoring these rules
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A possible explanation for why departments aren't strategic enough has to do with role conflicts. What is value role conflict? (lecture)
What can an HR department do to become more strategic and how to avoid inter-role conflict and role overload, name the 3 things mentioned in the lecture?
- HR delivered by web technology (shared service centres)
- HR outsourcing, like payroll administration to improve the business focus
- HR tasks done by line managers so the HR managers have more time for other tasks
SHRM process model highlights the possibility of disconnection between intended and actual practices. There might be variability in whether and how the practices are implemented by line managers, therefore it is important to study what a line manager needs to successfully implement (are the line-managers informed, trained, and supported to implement. What influences the right implementation by line managers, name the three things mentioned in the lecture.
- Ability (could lack the skills)
- Willingness (managers may not be convinced about the added value, which reduces the willingness)
- Opportunity to execute their organisations HR practices (maybe they don't have the time)
How can line-managers be stimulated for HR implementation, according to the lecture?
- Incentives, organisational and personal performance incentives to stimulate their efforts
- Support, great support from the HR professionals
- Accountability, you make the line managers more responsible for HRM
Empirical evidence regarding the implementation of HPWS practices is related to line managers' HR competence. What plays a key role in the implementation of these practices? (according to lecture)
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