| dc.description.abstract | The aim of this thesis is to explore how HR managers and line managers collaborate
when implementing HR practices, such as an employee engagement survey, in terms of
unleashing the potential of devolution to the line. By acknowledging the gaps between the
literature and reality presented by Andersen and Kuvaas (2009), we were inspired to have a
relational approach to better understand the HR partnership and its effects in organizations
devolving HR to the line.
Drawing on grounded theory, we conducted a case study of 17 virtual semi-structured
interviews with line managers and HR managers in an organization conducting a devolution
strategy to investigate their real-life experiences during the process of an employee
engagement survey. As a result of the data-near way method of working and our theoretical
sampling, the initiator of the HR practice was also added to our sample.
This thesis made some valuable contributions to the field of HRM. More specifically,
discrepancies within the HR partnership regarding role clarification were detected. In turn,
this may influence the people-management causal chain which is of relevance for bringing
well-intended HR practices to life. Moreover, the present thesis contributes to research by
recognizing the importance of organizational support throughout the line. In fact, our findings
indicate that organizational support might even compensate for the need for formal training
when devolving HR responsibilities. Thus, our thesis proposes that all levels in the line must
be acknowledged for organizations to unleash the full potential of devolution to the line. | en_US |
