Bennett N, Ketchen D J, Schultz E B
Human Resource Management, (USA), Spring 98 (37/1)
Start page: 3 No of pages: 14
Analyses the environmental, strategic and organizational factors that affect the likelihood that an organization will integrate its human resource function in its decision making. Using a sample of 148 US organizations across a wide range of industry sectors, concludes that the strategic type of an organization and the belief among its senior managers that employees are a strategic resource predict that an organization will integrate the human resource function in its strategic decision making the nature of the labour market in which it operates and its rate of growth do not. Focuses on those organizations in which the human resource function and strategic decision making are integrated and discovers that integration is not a guarantee that the human resource function will be rated as being particularly effective, or that the organization’s performance will improve. Explores the explanations for this, suggesting that the link between the integration and organizational performance may be indirect, or not sufficient in itself to guarantee better organizational performance. Considers the implications for human resource managers.
Subject(s): BUSINESS STRATEGY, ORGANIZATIONAL PERFORMANCE, MANAGEMENT ATTITUDES, LABOUR MARKET, GROWTH, STRATEGIC HUMAN RESOURCE MANAGEMENT, EFFECTIVENESS, USA
Database: PTA: Personnel & Training Abstracts
Style: Theoretical with application in practice, Survey. Reference: 27AH647
Reproduced by permission of Anbar Management Intelligence