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Journal cover: Personnel Review

Personnel Review

ISSN: 0048-3486

Online from: 1971

Subject Area: Human Resource Management

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A model for HRM strategic integration

Document Information:
Title:A model for HRM strategic integration
Author(s):Cathy Sheehan, (Department of Management, Faculty of Business and Economics, Monash University, Caulfield East, Australia)
Citation:Cathy Sheehan, (2005) "A model for HRM strategic integration", Personnel Review, Vol. 34 Iss: 2, pp.192 - 209
Keywords:Decision making, Devolution, Human resource management, Human resource strategies, Integration
Article type:Research paper
DOI:10.1108/00483480510579420 (Permanent URL)
Publisher:Emerald Group Publishing Limited

Purpose – The broad aims of this research are to analyse the status of, and processes underlying, strategic human resource management (HRM) integration within organisations and to contribute to theory development in the area. A great deal of attention is given in the literature to the facilitative role that HRM can take in organisational change but as yet little attention has been given to modelling the change processes within HRM itself. This paper addresses that gap by providing a model of the proposed influences on the move towards strategic HRM integration.

Design/methodology/approach – In-depth interviews with senior HR, finance and line managers in 13 Australian Best Practice companies are used to explore the supports and barriers underlying strategic HRM integration.

Findings – The model that is developed uses ideas from the change literature to explain that the engagement of strategic HRM integration requires a certain set of symbolic and ritualistic gestures. These symbolic changes, however, do not always result in desired strategic HRM outcomes: symbolic adjustments must be accompanied by deeper levels of change both from within the HR profession and from other stakeholders in the organisation.

Practical implications – The research holds a number of practical implications for the career design of HR professionals: a case is made, for example, for a broader business career background requirement that may provide the level of business acumen necessary to be a credible participant at the senior management strategic decision-making level. Intended future research will draw from a larger sample to test the proposed model.

Originality/value – This research model's specific responses and outcomes require an ideological shift both from the HR profession and from stakeholders within the organisation.

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