Truss, Catherine and Gratton, Lynda and Hope-Hailey, Veronica and Stiles, Philip and Zaleska, Joanna (2002) Paying the Piper: Choice and Constraint in Changing HR Functional Roles. Human Resource Management Journal, 12 (2). pp. 39-63. ISSN 1748-8583. (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)
HR directors are often exhorted to play a more 'strategic' role in their organisations. However, it is not necessarily clear what is meant by this, or whether it is possible for departments to change their role at a whim. In this article we examine the changing role of the HR function within two contrasting organisations - an NHS trust and a bank - over a period of seven years. Drawing on role-set theory and concepts of negotiated order, we illustrate how HR functional roles are located within a complex and dynamic social setting, and present a model that seeks to map these interrelationships.
|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 11:29|
|Last Modified:||24 Apr 2014 13:29|
|Resource URI:||https://kar.kent.ac.uk/id/eprint/25685 (The current URI for this page, for reference purposes)|