Changing HR functional forms in the UK public sector

Author: Truss, Catherine¹

Source: International Journal of Human Resource Management, Volume 20, Number 4, April 2009 , pp. 717-737(21)

Publisher: Routledge, part of the Taylor & Francis Group

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Abstract:

While prior studies have enhanced our knowledge of the various kinds of roles HR functions may play, relatively little theorising has taken place to advance our understanding of why particular roles are adopted and what factors may enable or constrain the development of a strategic role. Earlier research has emphasised the importance of institutional isomorphism as the explanatory framework. We analyse the role of the HR function in six, matched-pair case studies in UK public sector organisations. We argue that the specific nature of the role played by the HR function can better be explained by a combination of isomorphic factors alongside strategic choice, social capital and co-evolution, leading to unique solutions developing over time in individual organisations.

Keywords: co-evolution; HR function; public sector; social capital; strategic choice

Document Type: Research article

DOI: 10.1080/09585190902770539

Affiliations: 1: Kingston Business School, Kingston University, Kingston upon Thames, Surrey, UK

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