Responsibilities for human resource management practices in the modern enterprise

Abstract

Proposes to assess the extent to which line management has responsibility for human resource management (HRM) practices in the enterprise. First, addresses a number of theoretical positions that include “traditional”, “cyclical” and “secular” approaches and that emphasizing “diversity”. Then deploys survey data based on the responses of more than 900 managers in the Institute of Management and located throughout the UK to assess these approaches. Investigates four main areas: employee involvement, training and development, rewards and work practices. Reveals that with the partial exception of rewards, line management is found to be dominant in most areas. However, this pattern is likely to have been historically the case rather than representing a “new wave” or movement associated with the rise of HRM itself.