A chameleon function? HRM in the ‘90s

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

Research output: Contribution to journalArticle

72 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 – 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 languageEnglish
Pages (from-to)5-18
JournalHuman Resource Management Journal
Volume7
Issue number3
DOIs
Publication statusPublished - Jul 1997

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Business performance
Strategic decision making
Managers
Consortium
Responsibility
HR function
Case study research
Devolution

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A chameleon function? HRM in the ‘90s. / Hope Hailey, Veronica; Gratton, Lynda; McGovern, Patrick; Stiles, Philip; Truss, Catherine.

In: Human Resource Management Journal, Vol. 7, No. 3, 07.1997, p. 5-18.

Research output: Contribution to journalArticle

Hope Hailey, Veronica ; Gratton, Lynda ; McGovern, Patrick ; Stiles, Philip ; Truss, Catherine. / A chameleon function? HRM in the ‘90s. In: Human Resource Management Journal. 1997 ; Vol. 7, No. 3. pp. 5-18.
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