Organisations increasingly implement self-managing teams (SMTs) to empower their employees. By drawing from the HRM process model and multilevel thinking, this paper explores how the HRM function changes in terms of actors and activities when introducing SMTs.,An in-depth, multilevel case study was conducted at a large healthcare organisation in The Netherlands, making use of 70 interviews, document analysis and observations.,The findings show that SMTs transform the HRM function by changing the responsibilities of teams, HRM professionals and line managers in the implementation of HRM activities. The analysis shows that many HRM responsibilities are devolved to SMTs, which are supported by the HRM department.,These changes in the HRM function influence the HRM implementation process and provide all actors with new roles and activities. Based on these findings, this paper presents an inductive model of HRM implementation.,The findings help HRM practitioners to transform the HRM function when deciding to introduce SMTs.,This article is one of the first that empirically explores how the HRM function changes as a consequence of introducing SMTs. This is important because more and more organisations are adopting SMTs, while knowledge about the role of HRM is lacking.

中文翻译：

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自我管理团队对人力资源管理职能的影响

组织越来越多地实施自我管理团队（SMT）以增强员工能力。通过借鉴人力资源管理流程模型和多层次思考，本文探讨了人力资源管理功能在引入SMT时如何根据参与者和活动而变化。荷兰的一家大型医疗机构进行了深入，多层次的案例研究，通过70次访谈，文件分析和观察，研究结果表明SMT通过改变团队，HRM专业人员和生产线经理在实施HRM活动中的职责来转变HRM功能。分析表明，许多HRM职责已下放到SMT，并由HRM部门支持。这些HRM功能的变化会影响HRM的实施过程，并为所有参与者提供新的角色和活动。基于这些发现，本文提出了一种人力资源管理实施的归纳模型。该发现有助于人力资源管理从业者在决定引入SMT时改变其人力资源管理功能。本文是第一篇实证研究人力资源管理功能如何随着时间的推移而变化的文章。引入SMT的后果。这很重要，因为越来越多的组织正在采用SMT，而缺乏有关HRM角色的知识。