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Devolution and the management of Human Resources: Evidence from the retail industry

Evans, Samantha (2003) Devolution and the management of Human Resources: Evidence from the retail industry. People Management, . (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided)

The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided. (Contact us about this Publication)
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Abstract

A study involving three large retail chains has found that store managers responsible for people management tend to neglect ‘softer’ HR policies. The notion that line managers should take on operational HR roles has been steadily interwoven into descriptions of the HRM approach. Research has shown us that responsibility for HR practices is increasingly falling to line managers. The general tendency has been to devolve tasks such as selection, training and career development. There is also evidence to suggest that many line managers lack the skills and time to take on responsibilities, while some of them still see such tasks as the HR department’s job. There is also a concern that HR could become purely budget-driven. This is particularly pertinent, because few organisations seem to monitor or evaluate the standard of HR practices after responsibility for them has been devolved.

Item Type: Article
Uncontrolled keywords: line managers, HRM, devolution
Subjects: H Social Sciences
Divisions: Faculties > Social Sciences > Kent Business School
Depositing User: Samantha Evans
Date Deposited: 23 Nov 2016 14:01 UTC
Last Modified: 29 May 2019 18:16 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/58929 (The current URI for this page, for reference purposes)
Evans, Samantha: https://orcid.org/0000-0001-5228-3418
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