Paying the piper: choice and constraint in changing HR functional roles
By C. Truss, L. Gratton, V. Hope-Hailey, Philip Stiles, J. Zaleska. 2002
177 citations recorded by the source corpus.
HR directors are often exhorted to play a more 'strategic' role in their organisations. However, it is not necessarily clear what is meant by this, or whether it is possible for departments to change their role at a whim. In this article we examine the changing role of the HR function within two contrasting organisations - an NHS trust and a bank - over a period of seven years. Drawing on role-set theory and concepts of negotiated order, we illustrate how HR functional roles are located within a complex and dynamic social setting, and present a model that seeks to map these interrelationships.
Subfields: Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/d056de094a97c27989bee11aa4358c564f9e3121
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In Organizational Behavior and Human Resource Management
- Jyotsna Bhatnagar
- Anuradha Sharma
- Clare Kelliher
- H. Park
- Elaine Farndale
- Carl F. Fey
- Ingmar Björkman
- A. Som
Citations in the corpus
- Institutional theory and MNC subsidiary HRM practices: evidence from a three-country study (2007, background): “As organisational roles are at least partly socially constructed, an HR function that is perceived by key actors in the corporation to already have a high degree of ‘reputational effectiveness’ (Tsui, 1984) is more likely to succeed in enacting a more influential role (Truss et al., 2002).”
- Implementing Performance Appraisal: Exploring the Employee Experience (2013, background): “It can also reduce costs and lead to smaller HR teams (Larsen & Brewster, 2003), who can then focus on strategic and business issues (Francis & Keegan, 2006; Truss et al., 2002).”
- The Indian perspective of strategic HR roles and organizational learning capability (2005, methodology): “achieving through the implementation of HRM policies and practices that are consistent with the desired strategic intent (Brewster and Larsen, 1992; Budhwar, 2000; Hall and Torrington, 1998; Hope-Hailey et al., 2002).”