Within Strategic Human Resource Management (HRM), empowerment is sponsored as a means to seek greater purpose and value for HRM in the organization. It is claimed that the empowerment of line in HR matters, makes HR more business-minded and the line more people oriented. This study investigated this development systematically through the identification of antecedents (intensity of market competition, organizational structure, role of the HR department, and inter-functional cooperation) on empowerment of the line managers in HR activities. The data were obtained from 108 large firms through mail questionnaire survey. The informants of this study consisted of HR and line managers. Returned questionnaires only included organizations which were represented by HR manager and at least one line manager. Hypotheses were tested using hierarchical multiple regression analysis. The findings indicated that business partner role, employee champion role, and inter-functional cooperation had positive relationship with empowerment of the line. Additionally, it was found that centralization is negatively related to empowerment of the line. Contrary to expectations, intensity of market competition, formalization, and administrative expert role were not significantly related to empowerment of the line. The practical implications of the study as well as suggestions for future studies are also presented.
|Keywords:||Antecedents, Empowerment of the Line, Large Firms, Malaysia|
Senior Lecturer, International Business, School of Management, Universiti Sains Malaysia, Minden, Penang, Malaysia
Professor, Faculty of Administrative Science and Policy Studies, Universiti Teknologi MARA, 40450 Shah Alam, Selangor, Malaysia, Universiti Teknologi Mara, Shah Alam, Selangor, Malaysia
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