The HRM Function in Australia: Supports and Barriers to Strategic HRM Integration

Peter Dowling; Cathy Sheehan

Abstract

The transition from personnel management to Human Resource Management (HRM) has activated considerable discussion and debate within the academic literature about the strategic positioning of, and responsibility for, HRM activity (Beer, 1997; Dyer & Holder, 1988; Guest 1987; 1989). Specifically, effective HRM integration involves active HR representation in strategic decision-making processes, HR policies that cohere and the acceptance of HRM responsibilities by line managers and employees as part of their everyday life (Schuler, 1992). Despite the evidence that there has been some shift towards this goal, there is good reason to believe that the HR function is yet to make the full transition from administrator to strategic partner (Johnson, 2000; Kochan & Dyer, 2001; Storey, 2001;). In an environment where core competencies and competitive advantage are being increasingly linked to effective HRM activity (Boxall & Purcell, 2000), it is critical that barriers to the full realisation of HRM integration be understood and investigated.

Original language	English
Pages	1-374
Number of pages	374
Publication status	Published - 2003
Event	7th Conference on International Human Resource Management - Limerick, Ireland Duration: 4 Jun 2003 → 6 Jun 2003

Conference

Conference	7th Conference on International Human Resource Management
Country	Ireland
City	Limerick
Period	4/06/03 → 6/06/03

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https://research.monash.edu/en/publications/the-hrm-function-in-australia-supports-and-barriers-to-strategic-

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Dowling, P., & Sheehan, C. (2003). The HRM Function in Australia: Supports and Barriers to Strategic HRM Integration. 1-374. Abstract from 7th Conference on International Human Resource Management, Limerick, Ireland.

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abstract = "The transition from personnel management to Human Resource Management (HRM) has activated considerable discussion and debate within the academic literature about the strategic positioning of, and responsibility for, HRM activity (Beer, 1997; Dyer & Holder, 1988; Guest 1987; 1989). Specifically, effective HRM integration involves active HR representation in strategic decision-making processes, HR policies that cohere and the acceptance of HRM responsibilities by line managers and employees as part of their everyday life (Schuler, 1992). Despite the evidence that there has been some shift towards this goal, there is good reason to believe that the HR function is yet to make the full transition from administrator to strategic partner (Johnson, 2000; Kochan & Dyer, 2001; Storey, 2001;). In an environment where core competencies and competitive advantage are being increasingly linked to effective HRM activity (Boxall & Purcell, 2000), it is critical that barriers to the full realisation of HRM integration be understood and investigated.",

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