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Journal cover: International Journal of Manpower

International Journal of Manpower

ISSN: 0143-7720

Online from: 1980

Subject Area: Economics

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Barriers to effective HRM


Document Information:
Title:Barriers to effective HRM
Author(s):Bob Kane, (University of Technology, Sydney, Australia, and), John Crawford, (University of Technology, Sydney, Australia, and), David Grant, (King’s College, University of London, London, UK)
Citation:Bob Kane, John Crawford, David Grant, (1999) "Barriers to effective HRM", International Journal of Manpower, Vol. 20 Iss: 8, pp.494 - 516
Keywords:Australia, Barriers, Competitive advantage, Human resource management, NewZealand
Article type:Research paper
DOI:10.1108/01437729910302705 (Permanent URL)
Publisher:MCB UP Ltd
Abstract:In this study, scales were developed to measure the extent to which organisations exhibited “soft” or “hard” approaches to HRM, and the extent to which potential barriers to the effective operation of HRM were present. The sample comprised 549 employees, managers and HRM staff across a wide range of types of organisations in Australia, New Zealand, the USA, the UK and Canada. While the results supported the contention that HRM effectiveness can be achieved via both “soft” and “hard” approaches, several barriers to HRM take-up were identified and there was little evidence that organisations generally operated HRM policies and practices that were seen as effective. Although very few differences between countries were found, the authors suggest the barriers identified and related ineffectiveness of HRM may be all the more detrimental to the competitiveness of Australian and New Zealand organisations in light of the recent economic downturn in the Asia-Pacific region.



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