Disappearing Between the Cracks: HRM in Permeable Organisations.

Kelliher, Clare and Truss, Catherine and Hope-Hailey, Veronica (2004) Disappearing Between the Cracks: HRM in Permeable Organisations. Management Revue, 15 (3). pp. 305-323. ISSN 0935-9915. (The full text of this publication is not available from this repository)

The full text of this publication is not available from this repository. (Contact us about this Publication)

Abstract

This paper is concerned with examining the implications of inter-organisational relationships for human resource management (HRM). To date much of the literature on human resource management has been inwardly focussed on the organisation and its employees. Yet increasingly complex organisational forms and more permeable boundaries may mean that employees working for one organisation are influenced by the HR policies and practices of another. This paper presents evidence from two such case studies, representing different forms of inter-organisational relationship. The implications for the HR function are discussed and it is argued that traditional conceptions of HRM are inadequate to encompass these developments.

Item Type: Article
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 10:46
Last Modified: 10 Jun 2014 13:22
Resource URI: http://kar.kent.ac.uk/id/eprint/25680 (The current URI for this page, for reference purposes)
  • Depositors only (login required):