From Bipartite to Tripartite Devolved HRM in Professional Service Contexts: Evidence from Hospitals in Three Countries
基于对爱尔兰、荷兰和英国九家医院的128次访谈，研究发现医院人力资源管理下放并非简单的双边关系，而是由人力资源从业者、直线经理和高级专业人员三方共同参与的三边模式，并分析了各方的角色、协调问题及对绩效的影响。
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.