TY - JOUR
T1 - Paying the piper: choice and constraint in changing HR functional roles
AU - Truss, Catherine
AU - Gratton, Lynda
AU - Hope-Hailey, Veronica
AU - Stiles, Philip
AU - Zaleska, Joanna
PY - 2002/4/1
Y1 - 2002/4/1
N2 - 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.
AB - 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.
U2 - 10.1111/j.1748-8583.2002.tb00063.x
DO - 10.1111/j.1748-8583.2002.tb00063.x
M3 - Article
SN - 0954-5395
VL - 12
SP - 39
EP - 63
JO - Human Resource Management Journal
JF - Human Resource Management Journal
IS - 2
ER -