Article2004

Rhetoric, facts and self‐fulfilling prophecies: exploring practitioners’ perceptions of progress in implementing HRM

35 citations0/0 files storedIndustrial Relations Journal

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Human Resource and Talent Management Management and Organizational Studies Organizational Management and Change

Abstract

ABSTRACT Although the virtues of ‘HRM’ are widely espoused by its proponents, evidence of its widespread uptake by UK companies has invariably been disappointing. Why? A survey using questionnaires completed by 98 personnel and HR practitioners in a sample of 350 major UK companies was used to explore perceptions of ‘progress’ in implementing HRM, and this was followed‐up by interviews of 24 survey respondents. While the survey and interview evidence clearly indicate that progress towards HRM is a profoundly contradictory and unfinished process, it also raises serious questions about the ability of the HR function and role to facilitate, oversee or lead processes of implementation.

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References

1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields 1996Sensemaking in Organizations 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.1983The Iron Caged Revisited : Institutional Isomorphism and Collective Rationality in Organizational Fields 1988The System of Professions 1995Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry 2001Commitment in the workplace: toward a general model

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2008Senior managers' perceptions of the practice of human resource management

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