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首页> 外文期刊>The international journal of human resource management >Beyond the line: Exploring the HRM responsibilities of line managers, project managers and the HRM department in four project-oriented companies in the Netherlands, Austria, the UK and the USA
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Beyond the line: Exploring the HRM responsibilities of line managers, project managers and the HRM department in four project-oriented companies in the Netherlands, Austria, the UK and the USA

机译：超越界限：在荷兰，奥地利，英国和美国的四家以项目为导向的公司中探索线经理，项目经理和人力资源管理部门的人力资源管理职责

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摘要

The topic of what human resource management (HRM) responsibilities are devolved from the HRM department to line managers has attracted much interest in recent years. We report findings from a study on the devolution of HRM practices in four project-oriented companies (POCs) and argue that although HRM practices are carried out beyond the HRM department, they are also carried out beyond the line. While the literature on devolving HRM responsibilities to line management is burgeoning, the HRM responsibilities of managers beyond the line organization are neglected. We make two contributions to the literature. Firstly, our study reveals that some HRM practices are the domain of the project manager rather than either the line manager or the HRM department. The complex interplay of the roles of the HRM department, line management and project management creates challenges and pitfalls where people are managed across the boundaries of the permanent and temporary organization. We identify a potentially powerful role for the HRM department in both monitoring and guiding the different players from the line and the project organizations, and in protecting the well-being of employees whose work traverses these organizational boundaries. Our second contribution is that we map the diversity of practices in different POCs for managing the interplay between the three main parties delivering HRM practices and offer project orientation as a contextual indicator that contributes to diversity in HRM practices.
机译：近年来，有关人力资源管理（HRM）职责从HRM部门转移到部门经理的主题引起了人们的极大兴趣。我们报告了一项关于在四个以项目为导向的公司（POC）中进行人力资源管理实践下放的研究的结果，并认为，尽管人力资源管理实践是在人力资源管理部门之外进行的，但它们也在实践之外进行。尽管有关将人力资源管理职责下放到生产线管理的文献迅速增多，但生产线组织之外的经理的人力资源管理职责却被忽略了。我们对文学做出了两点贡献。首先，我们的研究表明，某些人力资源管理实践属于项目经理的范畴，而不是直属经理或人力资源管理部门。人力资源管理部门，部门管理和项目管理的角色之间复杂的相互作用，带来了挑战和陷阱，需要在常设和临时组织的边界上对人员进行管理。我们确定人力资源管理部门在监视和指导生产线和项目组织中的不同参与者方面，以及在保护跨越其组织边界的员工的福祉方面可能发挥的强大作用。我们的第二个贡献是，我们绘制了不同POC中实践的多样性，以管理交付HRM实践的三个主要方之间的相互作用，并提供项目导向作为有助于HRM实践多样性的背景指标。

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