TY - JOUR
T1 - A chameleon function? HRM in the ‘90s
AU - Hope Hailey, Veronica
AU - Gratton, Lynda
AU - McGovern, Patrick
AU - Stiles, Philip
AU - Truss, Catherine
PY - 1997/7
Y1 - 1997/7
N2 - 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.
AB - 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.
UR - http://dx.doi.org/10.1111/j.1748-8583.1997.tb00421.x
U2 - 10.1111/j.1748-8583.1997.tb00421.x
DO - 10.1111/j.1748-8583.1997.tb00421.x
M3 - Article
SN - 0954-5395
VL - 7
SP - 5
EP - 18
JO - Human Resource Management Journal
JF - Human Resource Management Journal
IS - 3
ER -