ABSTRACT

This article explores the assumption that the level of human resource (HR) autonomy of an organisation influences line managers’ participation in HR decision-making, and it seeks to understand to what extent such a participation affects the effective implementation of HR practices. The results of an empirical study of HR policies and practices in three public hospitals in Pakistan reveal that greater level of HR autonomy of an organisation, with less pressure to comply with public personnel policies, leads to increased participation of middle managers in HR decision-making. This, in turn, helps to reduce the gap between the intended and implemented HR practices, which is important for human resource management (HRM) – organisational performance linkage. These findings contribute to ongoing discussions related to HRM in the public sector context and line management enactment of HR practices by highlighting the profound implications of the institutional context on the HR management of public hospitals. Additionally, this research proposes a bottom-up approach to HR practices, through its focus on the participation of managers in HR decision-making as a possible solution to better implementation of HR practices.

摘要

本文探讨了组织的人力资源 (HR) 自治水平影响直线经理参与 HR 决策的假设，并试图了解这种参与在多大程度上影响 HR 实践的有效实施。巴基斯坦三所公立医院人力资源政策和实践的实证研究结果表明，组织的人力资源自主权水平更高，遵守公共人事政策的压力更小，导致中层管理人员更多地参与人力资源决策. 这反过来又有助于缩小预期和实施的人力资源实践之间的差距，这对于人力资源管理 (HRM) - 组织绩效联系很重要。这些发现通过强调制度背景对公立医院人力资源管理的深远影响，有助于在公共部门背景下与人力资源管理相关的持续讨论和人力资源实践的直线管理制定。此外，这项研究提出了一种自下而上的人力资源实践方法，重点关注管理人员参与人力资源决策，作为更好地实施人力资源实践的可能解决方案。