Hope-Hailey, V. and Gratton, L. and McGovern, P. and Stiles, P. and Truss, C. (1997) A Chameleon Function? HRM in the 1990s'. Human Resource Management Journal, 7 (3). pp. 5-18.
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This article examines the changing role of the HR function in large corporations in the 1990s. It draws on data collected from a multi-sector case study research project – the Leading Edge Forum Consortium. Activities are analysed along three dimensions: access to strategic decision making, shift of responsibilities to the line, and the function's perceived contribution to business performance. It concludes that devolution to the line remains problematic, and that access to strategic decision making is still contingent on the personal influencing skills of senior HR managers or directors. Nevertheless the recognition of the strategic importance of HRM as a contributor to business performance has risen.
|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 13:52|
|Last Modified:||30 Sep 2010 13:52|
|Resource URI:||http://kar.kent.ac.uk/id/eprint/25692 (The current URI for this page, for reference purposes)|
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