Truss, C. (2009) Changing HR Functional Forms in the UK Public Sector. International Journal of Human Resource Management, 20 (4). pp. 717-737. ISSN 0958-5192 .
|The full text of this publication is not available from this repository. (Contact us about this Publication)|
While prior studies have enhanced our knowledge of the various kinds of roles HR functions may play, relatively little theorising has taken place to advance our understanding of why particular roles are adopted and what factors may enable or constrain the development of a strategic role. Earlier research has emphasised the importance of institutional isomorphism as the explanatory framework. We analyse the role of the HR function in six, matched-pair case studies in UK public sector organisations. We argue that the specific nature of the role played by the HR function can better be explained by a combination of isomorphic factors alongside strategic choice, social capital and co-evolution, leading to unique solutions developing over time in individual organisations.
|Subjects:||H Social Sciences > H Social Sciences (General)|
|Divisions:||Faculties > Social Sciences > Kent Business School > Industrial Relations/HRM|
|Depositing User:||J. Ziya|
|Date Deposited:||30 Sep 2010 08:07|
|Last Modified:||05 Dec 2011 16:51|
|Resource URI:||http://kar.kent.ac.uk/id/eprint/25671 (The current URI for this page, for reference purposes)|
- Depositors only (login required):