Exploring the Strategic Aspects of Devolvement of HRM to Line Managers The Case of an Irish Semistate RIKON Group

Jamie R Power, Brigid Milner

    Research output: Contribution to conferencePaperpeer-review


    The notion of line managers accepting a degree of people management responsibility is not a new phenomenon. However, a key trend in the contemporary management literature has been to increasingly assign formal responsibility for people management to the line management function (Harris et al., 2002; Whittaker and Marchington, 2003; Mesner Andolsek and Stebe 2005 and Cascon-Periera et al., 2005). The rationale for involving line managers in HRM is derived from a strategic approach to align HR strategies with the business needs and to address factors from both the internal and external environments which impact on HRM requirements. The practice of devolution has increasingly received recognition in the management literature, to the degree that it “is now received wisdom” (Holt Larsen and Brewster, 2003:228). The aim of this paper is to explore, from a strategic perspective, the devolvement of HRM to line managers in a semi-state organisation. This includes identifying what role line managers play in the execution of HR strategy and exploring how, and to what degree, devolvement of HRM is occurring. The results of this study suggest that developing line managements HRM capabilities has fostered more collaborative relationships between HR professionals and line management and has positively impacted on line managers approach to managing their human resources.
    Original languageEnglish
    Publication statusPublished - 2006
    EventIAM Conference (September 2006) - University College Cork, University College Cork
    Duration: 01 Jan 2006 → …


    ConferenceIAM Conference (September 2006)
    CityUniversity College Cork
    Period01/01/2006 → …


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