Changing HR functional forms in the UK public sector

Catherine Truss*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

28 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 languageEnglish
Pages (from-to)717-737
Number of pages21
JournalInternational Journal of Human Resource Management
Volume20
Issue number4
Early online date29 Apr 2009
DOIs
Publication statusPublished - Apr 2009
Externally publishedYes

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