A Chameleon Function? HRM in the 1990s'.

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. (The full text of this publication is not available from this repository)

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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
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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