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Strategic Integration and Devolvement of Human Resource Management in the UK Manufacturing Sector[Note 1. I thank the three anonymous reviewers of British Journal ...]
Author(s) -
Budhwar Pawan S.,
Budhwar Pawan S.
Publication year - 2000
Publication title -
british journal of management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.407
H-Index - 108
eISSN - 1467-8551
pISSN - 1045-3172
DOI - 10.1111/1467-8551.00174
Subject(s) - business , sample (material) , line management , strategic management , human resource management , manufacturing sector , knowledge management , field (mathematics) , marketing , process management , industrial organization , management , economics , computer science , international economics , chemistry , mathematics , chromatography , pure mathematics
This paper analyses the practices of ‘integration’ of HRM into the corporate strategy and ‘devolvement’ of responsibility for HRM to line managers in six British manufacturing industries. The findings are based on a questionnaire survey, in‐depth interviews and cognitive mapping methodologies. The results show that over 50% of the firms under study practise a high level of strategic integration. On the other hand, over 61% of the sample firms practise a low level of devolvement practices. Interestingly, both the practices of integration of HRM into the corporate strategy and devolvement of HRM to line managers are more determined by a number of organizational policies than traditional contingent variables. The adoption of the mixed methodology has been useful. The findings contribute to strategic HRM literature, and also have some key messages for policy‐makers in the field. The cognitive maps developed in the paper could be used to give feedback and training to managers.