Paying the Piper: Choice and Constraint in Changing HR Functional Roles.

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)

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Official URL
http://dx.doi.org/10.1111/j.1748-8583.2002.tb00063...

Abstract

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.

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 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)
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