A chameleon function? HRM in the 1990s

Veronica Hope-Hailey; Lynda Gratton; Patrick McGovern; Philip Stiles; Catherine Truss

doi:10.1111/j.1748-8583.1997.tb00421.x

A chameleon function? HRM in the 1990s

Veronica Hope-Hailey, Lynda Gratton, Patrick McGovern, Philip Stiles, Catherine Truss

Human Resource Management

Research output: Contribution to journal › Article › peer-review

80 Citations (Scopus)

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 textendash 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.

Original language	Undefined/Unknown
Pages (from-to)	5-18
Number of pages	14
Journal	HUMAN RESOURCE MANAGEMENT JOURNAL
Volume	7
Issue number	3
DOIs	https://doi.org/10.1111/j.1748-8583.1997.tb00421.x
Publication status	Published - 1 Jul 1997

Access to Document

10.1111/j.1748-8583.1997.tb00421.x

http://sro.sussex.ac.uk/47986/

Cite this

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