Abstract
Original language | English |
---|---|
Pages (from-to) | 49-66 |
Journal | Human Resource Management Journal |
Volume | 15 |
Issue number | 3 |
DOIs | |
Publication status | Published - Jul 2005 |
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The HR department's role in organisational performance. / Hope Hailey, Veronica; Farndale, Elaine; Truss, Catherine.
In: Human Resource Management Journal, Vol. 15, No. 3, 07.2005, p. 49-66.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - The HR department's role in organisational performance
AU - Hope Hailey, Veronica
AU - Farndale, Elaine
AU - Truss, Catherine
PY - 2005/7
Y1 - 2005/7
N2 - Research into how HR contributes to organisational performance is plentiful yet plagued by challenges. Alongside the ‘black box’ issue between HRM and performance, the time-lag effect and the range of performance indicators applied, the role of the HR department in this relationship is critical although often ignored. A longitudinal case study is presented here that focuses particularly on this issue, and shows a complex picture of improving HR department importance alongside high-level financial performance, but declining employee commitment and morale. The article suggests that the tensions between the rhetoric of HRM strategy, the grim reality of the employee experience and a lack of focus on human capital meant the outstanding financial performance was not sustainable in the longer term. The inherent conflict in serving both management and employees in process-and peopleorientated roles is highlighted.
AB - Research into how HR contributes to organisational performance is plentiful yet plagued by challenges. Alongside the ‘black box’ issue between HRM and performance, the time-lag effect and the range of performance indicators applied, the role of the HR department in this relationship is critical although often ignored. A longitudinal case study is presented here that focuses particularly on this issue, and shows a complex picture of improving HR department importance alongside high-level financial performance, but declining employee commitment and morale. The article suggests that the tensions between the rhetoric of HRM strategy, the grim reality of the employee experience and a lack of focus on human capital meant the outstanding financial performance was not sustainable in the longer term. The inherent conflict in serving both management and employees in process-and peopleorientated roles is highlighted.
UR - http://dx.doi.org/10.1111/j.1748-8583.2005.tb00153.x
U2 - 10.1111/j.1748-8583.2005.tb00153.x
DO - 10.1111/j.1748-8583.2005.tb00153.x
M3 - Article
VL - 15
SP - 49
EP - 66
JO - Human Resource Management Journal
JF - Human Resource Management Journal
SN - 0954-5395
IS - 3
ER -