Using a quantitative design drawing on a sample of 3442 firms, the authors show that the prevalent view suggesting that HRM is a shared function implying primarily strong involvement of line managers should be reconsidered.
The role of HRM experts remains of prime importance. Indeed, structural equations models suggest that the configuration which generates the highest performance level is the one in which (1) there is a strong link between business strategy and HRM practices and (2) HRM experts are closely cooperating with line managers and having the final word in HRM related decisions.
This research paper is entitled “New insights into the link between HRM integration and organizational performance : the moderating role of influence distribution between HRM specialists and line managers”.
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