The where and the who of HRM decision-making: HRM decentralization and devolution

Purpose – HRM decentralization and devolution have been highlighted as key HRM processes in organizations’ quest for increased flexibility. Although they have been extensively studied in the MNC and International HRM literature, they have mainly been examined on a separate basis, and their definitio...

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Authors: Hassan, Nadima, Trullen, Jordi, Valverde, Mireia
Format: article
Publication Date:2024
Country:España
Institution:Universitat Ramon Llull (URL)
Repository:DAU Arxiu Digital de la Universitat Ramon Llull
OAI Identifier:oai:dau.url.edu:20.500.14342/4894
Online Access:http://hdl.handle.net/20.500.14342/4894
http://doi.org/10.1108/ER-01-2023-0026
Access Level:Open access
Keyword:HRM function
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spelling The where and the who of HRM decision-making: HRM decentralization and devolutionHassan, NadimaTrullen, JordiValverde, MireiaHRM functionPurpose – HRM decentralization and devolution have been highlighted as key HRM processes in organizations’ quest for increased flexibility. Although they have been extensively studied in the MNC and International HRM literature, they have mainly been examined on a separate basis, and their definition and operationalization have often been confused. Thus, we first clarify the difference between the two concepts by refining the definitions by Hoogendoorn and Brewster (1992), and then empirically examine how they are related. Design/methodology/approach – The relationship between HRM decentralization and devolution is examined by means of a survey in a large multi-country sample of multi-unit organizations. Findings – Regarding our clarification objective, we contend that devolution has to do with who takes responsibilities for HRM (i.e. line managers or HRM professionals) while decentralization refers to where HRM responsibilities are allocated (i.e. headquarters or increasingly local units). Regarding the relationship between the two concepts, the results show that higher levels of HRM decentralization are related to higher levels of devolution, but this association is attenuated in organizations with more powerful HRM departments. Originality/value – The study contributes to theory and practice by disentangling, at the conceptual, operational, empirical and practical levels, two different but related HRM decisions (how much to devolve and how much to decentralize HRM) that organizations must make to efficiently cope with the characteristics of their own structure and competitive environment. It highlights the role of the relative power of HRM departments in how HRM responsibilities are ultimately distributed across the organization.info:eu-repo/semantics/publishedVersionEmerald Group Publishing Ltd.Universitat Ramon Llull. Esade202520252024info:eu-repo/semantics/article21 p.application/pdfhttp://hdl.handle.net/20.500.14342/4894http://doi.org/10.1108/ER-01-2023-0026reponame:DAU Arxiu Digital de la Universitat Ramon Llullinstname:Universitat Ramon Llull (URL)InglésEmployee Relations© L'autor/aAttribution 4.0 Internationalhttp://creativecommons.org/licenses/by/4.0/info:eu-repo/semantics/openAccessoai:dau.url.edu:20.500.14342/48942026-06-21T06:40:37Z
dc.title.none.fl_str_mv The where and the who of HRM decision-making: HRM decentralization and devolution
title The where and the who of HRM decision-making: HRM decentralization and devolution
spellingShingle The where and the who of HRM decision-making: HRM decentralization and devolution
Hassan, Nadima
HRM function
title_short The where and the who of HRM decision-making: HRM decentralization and devolution
title_full The where and the who of HRM decision-making: HRM decentralization and devolution
title_fullStr The where and the who of HRM decision-making: HRM decentralization and devolution
title_full_unstemmed The where and the who of HRM decision-making: HRM decentralization and devolution
title_sort The where and the who of HRM decision-making: HRM decentralization and devolution
dc.creator.none.fl_str_mv Hassan, Nadima
Trullen, Jordi
Valverde, Mireia
author Hassan, Nadima
author_facet Hassan, Nadima
Trullen, Jordi
Valverde, Mireia
author_role author
author2 Trullen, Jordi
Valverde, Mireia
author2_role author
author
dc.contributor.none.fl_str_mv Universitat Ramon Llull. Esade
dc.subject.none.fl_str_mv HRM function
topic HRM function
description Purpose – HRM decentralization and devolution have been highlighted as key HRM processes in organizations’ quest for increased flexibility. Although they have been extensively studied in the MNC and International HRM literature, they have mainly been examined on a separate basis, and their definition and operationalization have often been confused. Thus, we first clarify the difference between the two concepts by refining the definitions by Hoogendoorn and Brewster (1992), and then empirically examine how they are related. Design/methodology/approach – The relationship between HRM decentralization and devolution is examined by means of a survey in a large multi-country sample of multi-unit organizations. Findings – Regarding our clarification objective, we contend that devolution has to do with who takes responsibilities for HRM (i.e. line managers or HRM professionals) while decentralization refers to where HRM responsibilities are allocated (i.e. headquarters or increasingly local units). Regarding the relationship between the two concepts, the results show that higher levels of HRM decentralization are related to higher levels of devolution, but this association is attenuated in organizations with more powerful HRM departments. Originality/value – The study contributes to theory and practice by disentangling, at the conceptual, operational, empirical and practical levels, two different but related HRM decisions (how much to devolve and how much to decentralize HRM) that organizations must make to efficiently cope with the characteristics of their own structure and competitive environment. It highlights the role of the relative power of HRM departments in how HRM responsibilities are ultimately distributed across the organization.
publishDate 2024
dc.date.none.fl_str_mv 2024
2025
2025
dc.type.none.fl_str_mv info:eu-repo/semantics/article
format article
dc.identifier.none.fl_str_mv http://hdl.handle.net/20.500.14342/4894
http://doi.org/10.1108/ER-01-2023-0026
url http://hdl.handle.net/20.500.14342/4894
http://doi.org/10.1108/ER-01-2023-0026
dc.language.none.fl_str_mv Inglés
language_invalid_str_mv Inglés
dc.relation.none.fl_str_mv Employee Relations
dc.rights.none.fl_str_mv © L'autor/a
Attribution 4.0 International
http://creativecommons.org/licenses/by/4.0/
info:eu-repo/semantics/openAccess
rights_invalid_str_mv © L'autor/a
Attribution 4.0 International
http://creativecommons.org/licenses/by/4.0/
eu_rights_str_mv openAccess
dc.format.none.fl_str_mv 21 p.
application/pdf
dc.publisher.none.fl_str_mv Emerald Group Publishing Ltd.
publisher.none.fl_str_mv Emerald Group Publishing Ltd.
dc.source.none.fl_str_mv reponame:DAU Arxiu Digital de la Universitat Ramon Llull
instname:Universitat Ramon Llull (URL)
instname_str Universitat Ramon Llull (URL)
reponame_str DAU Arxiu Digital de la Universitat Ramon Llull
collection DAU Arxiu Digital de la Universitat Ramon Llull
repository.name.fl_str_mv
repository.mail.fl_str_mv
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score 15.228081

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