From Bipartite to Tripartite Devolved HRM in Professional Service Contexts: Evidence from Hospitals in Three Countries

This article explores the devolution of HRM in a hospital context. Based on secondary data and 128 interviews conducted in nine hospitals across three European countries (Ireland, the Netherlands, and the United Kingdom), we examine roles and responsibility for HRM under devolution and coordination...

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Bibliographic Details
Published in:Human resource management 2015-09, Vol.54 (5), p.813-831
Main Authors: McDermott, Aoife M., Fitzgerald, Louise, Van Gestel, Nicolette M., Keating, Mary A.
Format: Article
Language:English
Subjects:
Coordination
Delegation of authority
devolution
Hospitals
Human resource management
line manager
Line managers
Professional responsibilities
professional service organization
Professionals
Studies
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Summary:This article explores the devolution of HRM in a hospital context. Based on secondary data and 128 interviews conducted in nine hospitals across three European countries (Ireland, the Netherlands, and the United Kingdom), we examine roles and responsibility for HRM under devolution and coordination between those delivering it. Findings challenge bipartite conceptions of devolution, identifying a tripartite model with (1) HR practitioners, (2) line managers, and (3) senior professionals (managers and specialists) implementing HRM. Involving senior professionals in HRM reflects long‐standing concern regarding managerial legitimacy in overseeing professional work. In the tripartite relationship, each party has scope to contribute to people management: HR practitioners to formulate a strategic framework, HR practices, and provide advisory services; line managers to implement HR practices and interface between HR and frontline professionals; and senior professionals to act as line managers’ advocates and provide expert knowledge and credibility to inform people‐related decision making. However, lack of role clarity and tensions in coordination relate to the differing goals of, and distance between, the HR function, line managers, and senior professionals. Our theoretical reframing of devolution notes potential for tripartite relational involvement to enhance HR performance in professional service contexts, the contingencies affecting this, and potential implications for the HR architecture. © 2015 Wiley Periodicals, Inc.
ISSN:0090-4848
1099-050X
DOI:10.1002/hrm.21728