Changing HR functional forms in the UK public sector

Catherine Truss

doi:10.1080/09585190902770539

Changing HR functional forms in the UK public sector

Catherine Truss

Human Resource Management

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

29 Citations (Scopus)

Abstract

While prior studies have enhanced our knowledge of the various kinds of roles HR functions may play, relatively little theorising has taken place to advance our understanding of why particular roles are adopted and what factors may enable or constrain the development of a strategic role. Earlier research has emphasised the importance of institutional isomorphism as the explanatory framework. We analyse the role of the HR function in six, matched-pair case studies in UK public sector organisations. We argue that the specific nature of the role played by the HR function can better be explained by a combination of isomorphic factors alongside strategic choice, social capital and co-evolution, leading to unique solutions developing over time in individual organisations.

Original language	Undefined/Unknown
Pages (from-to)	717-737
Number of pages	21
Journal	International Journal of Human Resource Management
Volume	20
Issue number	4
DOIs	https://doi.org/10.1080/09585190902770539
Publication status	Published - 2009

Access to Document

10.1080/09585190902770539

http://sro.sussex.ac.uk/47955/

Cite this

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