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Integration and Devolvement of HRM

Integration and Devolvement of HRM. Mechanics (low integration and low devolvement). Specialist, but limited skills and interests of HRM practitioners.

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Integration and Devolvement of HRM

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  1. Integration and Devolvement of HRM

  2. Mechanics (low integration and low devolvement) • Specialist, but limited skills and interests of HRM practitioners. • Professional personnel manager with higher’ imperatives than the organization. Belief that specialist knowledge is beyond the scope of untrained people. • Focus on the mechanical requirements of the function. • Increasing isolation from strategic interests of the organization.

  3. wild west (low integration and high devolvement) Individual manager free to develop his/her own employee relationship. lncreased power to hire and fire, reward and develop employees. Potential for incoherence, inconsistency and strong employee reactions.

  4. Guarded strategists (highintegration but lowdevolvement) • Specialists powerful figures in the organization. • Close liaison with senior managers to develop strategy. • Large and influential departments with centralized control of policies. • Better line managers frustrated with lack of control, poor managers welcome lack of responsibility.

  5. Pivotal (high integration and high devolvement) Senior personnel managers act as catalysts, facilitators and co-ordinators. Small, but powerful departments. Monitoring of and internal consulting on HRM developments. Responsibility and authority devolved to the line. Problems with resourcing high-calibre business- orientated HRM managers.

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