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A Chameleon Function? HRM in the 1990s'.

Hope-Hailey, Veronica, Gratton, Lynda, McGovern, Patrick, Stiles, Philip, Truss, Catherine (1997) A Chameleon Function? HRM in the 1990s'. Human Resource Management Journal, 7 (3). pp. 5-18. ISSN 1748-8583. (doi:10.1111/j.1748-8583.1997.tb00421.x) (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided) (KAR id:25692)

The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided.
Official URL:
http://dx.doi.org/10.1111/j.1748-8583.1997.tb00421...

Abstract

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.

Item Type: Article
DOI/Identification number: 10.1111/j.1748-8583.1997.tb00421.x
Subjects: H Social Sciences > H Social Sciences (General)
Divisions: Divisions > Kent Business School - Division > Kent Business School (do not use)
Depositing User: J. Ziya
Date Deposited: 30 Sep 2010 13:52 UTC
Last Modified: 16 Nov 2021 10:04 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/25692 (The current URI for this page, for reference purposes)

University of Kent Author Information

Truss, Catherine.

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