Changing HR functional forms in the UK public sector

Truss, Catherine (2009) Changing HR functional forms in the UK public sector. International Journal of Human Resource Management, 20 (4). pp. 717-737. ISSN 0958-5192

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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.

Item Type: Article
Schools and Departments: School of Business, Management and Economics > Business and Management
Subjects: H Social Sciences > H Social Sciences (General)
Depositing User: Joy Blake
Date Deposited: 30 Sep 2010 08:07
Last Modified: 01 Apr 2014 14:38
URI: http://sro.sussex.ac.uk/id/eprint/47955
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