Devolution or (de)centralization of HRM function in European organizations

Dana Mesner Andolšek · Janez Štebe

50 citations0/0 files storedThe International Journal of Human Resource Management

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Human Resource and Talent Management Global and Cross-Cultural Management Organizational Management and Change

Abstract

This article deals with the condition and changes of the HRM function in various European states. These changes have shown a shift of HRM tasks from HRM departments to managers themselves, and are according to the literature, this shift is known as devolution or decentralization. Our attention is focused on important factors in this process (from organizational ones, such as HRM strategies and policies, to more environmental ones, such as the sector or the state). Analysis shows that the country (as an institutional environment) sets the limits or encourages development towards devolution. HRM policy within the individual institutional context is of only secondary importance. Results show that country is a factor that fosters divergent tendencies and HRM policy accelerates convergence in HRM practice.

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References

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