Implications of self-managing teams for the HRM function

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    Purpose – 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.
    Design/methodology/approach – 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.
    Findings – The findings show that SMTs transform the HRM function by changing the responsibilities of
    teams,HRMprofessionals and line managers in the implementation ofHRMactivities. The analysis shows that
    many HRM responsibilities are devolved to SMTs, which are supported by the HRM department.
    Research limitations/implications – 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.
    Practical implications – The findings help HRM practitioners to transform the HRM function when
    deciding to introduce SMTs.
    Originality/value – This article is one of the first that empirically explores how theHRM 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.
    Original languageEnglish
    Pages (from-to)533-550
    Number of pages18
    JournalBaltic journal of management
    Issue number4
    Early online date17 Apr 2020
    Publication statusPublished - 9 Jul 2020


    • HRM function
    • Implementation of HRM
    • Multilevel
    • Self-managing teams
    • case study


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