The majority of previous studies in strategic human resource management (SHRM) have positioned the decentralization of human resource management (HRM) as the practice of delegating work process authority, such as employee involvement. In contrast to this approach, this paper examines the issue of decentralization from the perspective of the decision−making structures involved, in an attempt to scrutinize the impact on organizational performance from the decentralization of the implementation of employee sourcing and development, evaluation, compensation, and other HRM practices. As a result of analyses using data from establishments in the United States, in addition to compatibility between HRM practices and business strategies (external fit) and compatibility between individual HRM practices (internal fit) stressed in existing studies, the author suggests that effective fits between HRM practices and decision−making structures offer the potential to raise the level of organizational performance.
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