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Exploring the power dimensions of the human resource function
Author(s) -
Sheehan Cathy,
De Cieri Helen,
Cooper Brian,
Brooks Robert
Publication year - 2014
Publication title -
human resource management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.44
H-Index - 77
eISSN - 1748-8583
pISSN - 0954-5395
DOI - 10.1111/1748-8583.12027
Subject(s) - human resource management , function (biology) , meaning (existential) , business , power (physics) , knowledge management , human resources , order (exchange) , process (computing) , resource (disambiguation) , management , psychology , computer science , computer network , physics , finance , quantum mechanics , evolutionary biology , economics , psychotherapist , biology , operating system
While a large body of literature has investigated the content of human resource management ( HRM ) practices, this research explores the process through which the HRM function impacts on organisational performance. Specifically, the research explores the reasons for the success or failure of HRM initiatives that have been associated with organisational outcomes and classifies the reasons as dimensions of HRM power. Based on 26 interviews conducted in A ustralia with senior HRM executives, top management team ( TMT ) executives and two management consultants, we found that, in order to contribute to organisational performance, HRM professionals can effectively utilise three dimensions of power, namely power of resources, power of processes and power of meaning. The findings offer new insights to the relationship between dimensions of HRM power and organisational performance.