\u0231\u00b5\u00aa\u00b5\u01f0\u0231\u0231\u00aa \u020a\u0231 ships and regular meetings between HR and line managers jointly con

Ȱµªµǰȱȱª ȋȱ ships and regular meetings

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'¶­¦¥«¤¬¦ȱµ¨ª­¤¯¤µ¨­¤¡¥ǰȱ¯£¡«¦ȱª¦£¨­¤¡¥ - Ȋȱ ships, and regular meetings between HR and line managers jointly con- tribute to effectiveness of the compa- ¥¤¦«Ȃȱµ¡£¤¯¤¦«ȱ¡¥ȱ±¦¬¡£®­¤¡¥ȱ¡¢ȱ*4/ȱ functions. The process of devolvement is never Ȋȱ unproblematic. Devolution signifi- cantly leads to increased workloads and greater responsibility f or the line managers, hence increased work pressure.
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142 0DQDJHPHQW No. 8 ~ 2008 Role ambiguity in the devolution of Ȋȱ HRM functions could give rise to problems with the devolution to line management. Limitations of study Although this study benefited from the §¤¶¦±ȱ§¦­²¡±¡£¡©³ȱ±¦«¤©¥ȱ¡¢ȱ¹®¨£¤­¨­¤¬¦ȱ¨¥±ȱ quantitative approaches, it is nevertheless vulnerable to some potential weaknesses. One of the limitations of this study is the empiri- cal setting of the study, which was confined to two Japanese multinational companies in Malaysia. These two companies were not in- tended to be representative of electrical and electronics companies in Malaysia in view of the differences in the demographic factors. Hence, the results must be viewed with cau- ­¤¡¥ȱ«¤¥¯¦ȱ­²¦ȱ¢¤¥±¤¥©«ȱ¯¨¥¥¡­ȱ¸¦ȱ©¦¥¦ª¨£¤´¦±ȱ to all areas of the electrical and electronics in- dustry. Moreover, using a sample from two companies from within one industry pos- «¤¸£³ȱ£¤§¤­«ȱ©¦¥¦ª¨£¤´¨¸¤£¤­³ȱ¡¢ȱ­²¦ȱª¦«®£­«ǯȱ (®­®ª¦ȱ«­®±¤¦«ȱ¤¥¬¡£¬¤¥©ȱ±¤¢¢¦ª¦¥­ȱ¤¥±®«­ª¤¦«ȱ would be ideal to provide a larger sample, in- ¯ª¦¨«¤¥©ȱ­²¦ȱª¦£¤¨¸¤£¤­³ȱ¨¥±ȱ©¦¥¦ª¨£¤´¨¸¤£¤­³ȱ¡¢ȱ the findings. This was not feasible in this in- stance, in view of limited resources and time constraints. However, this study provides some interesting results and perhaps will open avenues for further research. Conclusion It is clear from the findings that the re- spondents believed that day-to-day HRM functions should be devolved to line man- agement, enabling HR to focus more on stra- tegic and change management aspects of managing human resources effectively in the strategic business partner role. Generally, the results from questionnaire survey and the in- terview findings showed that devolution of HRM responsibilities to line managers had ¸¦¦¥ȱ¨±¡µ­¦±ȱ¸³ȱ¸¡­²ȱ¡ª©¨¥¤´¨­¤¡¥«ǰȱ­²¡®©²ȱ the implementation might vary slightly in terms of process. It is hoped that the results ¡¢ȱ­²¤«ȱ¯¨«¦ȱ«­®±³ȱ¦§µ¤ª¤¯¨££³ȱ¦¶¨§¤¥¤¥©ȱ¤« - sues of the devolution of HRM functions can provides useful information to HR practitio- ners and the management, engendering bet- ter understanding of the implementation of *4/ȱµª¨¯­¤¯¦«ȱ¡¢ȱ,¨µ¨¥¦«¦ȱ¡°¥¦±ȱ¡ª©¨¥¤´¨ - tions in Malaysia.
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