TY  - JOUR
T1  - HR-Line Relationship in Integrated and Devolved HRM and Agency Theory:A 
  Conceptual Analysis
AU - Rimi, Nadia Newaz AU - Yusoff, YuslizaMohd 
JO  - International Business Management
VL  - 8
IS  - 1
SP  - 13
EP  - 23
PY  - 2014
DA  - 2001/08/19
SN  - 1993-5250
DO  - ibm.2014.13.23
UR  - https://makhillpublications.co/view-article.php?doi=ibm.2014.13.23
KW  - Integration
KW  -agency theory
KW  -Integration
KW  -technical HRM
KW  -trategic HRM
KW  -HR-line partnership
AB  - Researchers identify integration and devolution as two paradoxical elements of Human Resource
Management (HRM). Integration is related with centralization of HRM and linking HRM strategies with
business strategies. HR professionals are responsible for integrating HRM that is widely referred as strategic
HRM. On the other hand, devolution is the involvement of line managersto take administrative or technical
HRM decisions. Thus, both HR professional and line managers are found agents for HRM and performing
differing HRM. However, both agents need to cooperate each other in performing their contradictory HR tasks.
For strategic contribution, HR managers need to work with line managers for understanding business strategy
and aligning HR strategy with them. Conversely, line managers require HR managers assistance and support
in developing line competency to perform administrative HRM consistently. The present study reviews extant
literatures on integration and devolution and accumulates the scattered comments on HR-line relationship. HR
professionals and line managers are found to work in a partnership relation while performing differing HRM.
Moreover, this study contributes to relate agency theory as a theoretical basis for creating partnering relation
between HR professionals and line managers.
ER  -