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The impact of changes to the human resources function in Australia


Sheehan, CR and Dowling, P and Garnham, JJ, The impact of changes to the human resources function in Australia, International Journal of Human Resource Management, 10, (3) pp. 501-514. ISSN 0958-5192 (1999) [Refereed Article]

DOI: doi:10.1080/095851999340459


Results from a national survey of membership of the professional body, the Australian Human Resources Institute (AHRI), provide clear support that senior HR managers perceive that HR needs to be linked much more closely to organizational strategy and there should be consistency between HR policy areas. This is coupled with an expectation that HR must significantly add value and make an improved contribution to organizational effectiveness. There is also evidence of movement towards a framework that supports a unitarist approach to employee relations. Within an environment which expects high levels of employee performance and commitment the HR function has the potential to make a valuable contribution. In aligning itself with management, however, it may also risk distancing itself from a workforce that may not be able or willing to make the same transition.

Item Details

Item Type:Refereed Article
Research Division:Commerce, Management, Tourism and Services
Research Group:Human resources and industrial relations
Research Field:Human resources management
Objective Division:Economic Framework
Objective Group:Management and productivity
Objective Field:Management
UTAS Author:Sheehan, CR (Dr Cathy Sheehan)
UTAS Author:Dowling, P (Professor Peter Dowling)
UTAS Author:Garnham, JJ (Dr Jim Garnham)
ID Code:15677
Year Published:1999
Deposited By:Management
Deposited On:1999-08-01
Last Modified:2017-12-06

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