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HRM's contribution to strategic change: measuring impact on the bottom line
Author(s) -
McDougall Marilyn,
Mulvie Angela
Publication year - 1997
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/(sici)1099-1697(199712)6:8<451::aid-jsc337>3.0.co;2-1
Subject(s) - line management , business , human resource management , function (biology) , strategic planning , value (mathematics) , human resources , organizational culture , process management , process (computing) , politics , culture change , knowledge management , marketing , management , public relations , political science , sociology , computer science , economics , evolutionary biology , machine learning , biology , operating system , social science , law
This article uses an area of human resource management—evaluation of management training—as a vehicle to explore key issues in contributing to strategic change and impacting on the bottom line through this function. It • Reports the outcomes of a recent research project on current good practice in evaluating management training in 10 companies. • Explores the roles and responsibilities of two key stakeholders: HRM specialists and managers. • Finds that impact on the strategic change process is still not thought about in bottom‐line terms and is mostly a qualitative rather than quantitative activity. bull; Identifies that organizational culture, expectations and objectives of managers, and professional expertise and political skills of HR specialists, are important variables which affect the value placed on bottom‐line impact. • Makes suggestions on issues for consideration if a measurable impact on the bottom line from HRM is desired. © 1997 John Wiley & Sons, Ltd.