Evaluating levels of strategic integration and development of human resource management in Britain Journal Articles

This paper evaluates the levels of strategic 'integration' of HRM into the corporate strategy and 'devolvement' of responsibility for HRM to line managers in the British manufacturing sector. The findings are based on a large questionnaire survey, in-depth interviews and cognitive mapping methodologies. The study not only highlights the present scenario regarding the two concepts from the 'subject matter experts' view point, but also reveals the main logic surroundings them and the main factors and variables which determine these two practices in the UK. The research contributes to the field of strategic HRM and presents a number of learning points for the practitioners. It also opens avenues for further research