Access the full text.
Sign up today, get DeepDyve free for 14 days.
D. Cottam (2021)
Role call.The Health service journal, 102 5284
(2001)
Silver bullet or spent round ? Assessing the meaning of the high commitment management / performance relafionship
James Walker (1992)
Human Resource Strategy
M. Reddington (2005)
Transforming Hr Creating Value Through People
A. Keegan, Paul Boselie (2006)
The Lack of Impact of Dissensus Inspired Analysis on Developments in the Field of Human Resource ManagementOrganizations & Markets eJournal
V. Fournier, C. Grey (2000)
At the Critical Moment: Conditions and Prospects for Critical Management StudiesHuman Relations, 53
J. Creswell (1998)
Qualitative inquiry and research design: choosing among five traditions.
Lynn Isabella (1990)
Evolving Interpretations as a Change Unfolds: How Managers Construe Key Organizational EventsAcademy of Management Journal, 33
C. Rigg (2004)
Becoming critical : Can critical management learning develop critical managers?
K. Legge (1978)
Power, innovation, and problem-solving in personnel management
D. Winstanley, J. Woodall (2000)
The ethical dimension of human resource managementHuman Resource Management Journal, 10
T. Watson (2004)
HRM and Critical Social Science AnalysisJournal of Management Studies, 41
James Harter, F. Schmidt, Corey Keyes (2003)
Well-being in the workplace and its relationship to business outcomes: A review of the Gallup studies.
D. Ulrich, W. Brockbank (2005)
The HR Value Proposition
Fenwick Fenwick (2003)
Emancipatory potential of action research: a critical analysisJournal of Organizational Change Management, 16
Pickard Pickard (2005)
Part, not partnerPeople Management
S. Hutchinson, J. Purcell (2003)
Bringing policies to life: The vital role of front line managers in people management
(2005)
Thinking Performer
Enrico Cavalieri (2007)
Ethics and Corporate Social Responsibility
Helen Francis (2003)
Teamworking and change: managing the contradictionsHuman Resource Management Journal, 13
Tim Hart (1993)
Human Resource Management – Time to Exorcize the Militant TendencyEmployee Relations, 15
D. Grant, J. Shields (2002)
In Search of the Subject: Researching Employee Reactions to Human Resource ManagementJournal of Industrial Relations, 44
D. Guest (2002)
Human Resource Management, Corporate Performance and Employee Wellbeing: Building the Worker into HRMJournal of Industrial Relations, 44
J. Storey (1988)
Developments in the Management of Human ResourcesManagement Research News, 11
P. Boxall, J. Purcell (2002)
Strategy and Human Resource Management
D. Grant, C. Oswick (1998)
Of believers, atheists and agnostics: practitioner views on HRMIndustrial Relations Journal, 29
M. Reed, P. Anthony (1992)
PROFESSIONALIZING MANAGEMENT AND MANAGING PROFESSIONALIZATION: BRITISH MANAGEMENT IN THE 1980sJournal of Management Studies, 29
B. Townley (2004)
Managerial Technologies, Ethics and ManagingJournal of Management Studies, 41
G. Martin (2005)
Technology and People Management: the Opportunity and the Challenge
J. Purcell, N. Kinnie, S. Hutchinson, Bruce Rayton, J. Swart (2003)
Understanding the people and performance link: Unlocking the black box
C. Truett (1994)
School library reference services in the 90s : where we are, where we're heading
Ulrich Ulrich, Brockbank Brockbank (2005a)
Role callPeople Management, 16
M. Patton (1987)
How to use qualitative methods in evaluation
C. Hales (2005)
Rooted in Supervision, Branching into Management: Continuity and Change in the Role of First-Line ManagerWiley-Blackwell: Journal of Management Studies
M. Patton (1980)
Qualitative research and evaluation methods
Reed Reed, Anthony Anthony (1992)
Professionalizing management and managing professionalizationJournal of Management Studies, 29
(2005)
Are you a people person?
K. Trehan (2004)
Who is not sleeping with whom?: What's not being talked about in HRD?Journal of European Industrial Training, 28
D. Ulrich (1998)
A new mandate for human resources.Harvard business review, 76 1
(2003)
Changing the Face and Pace of HR Services. Available at ht tp
Keenoy Keenoy (1999)
As hologram: a polemicJournal of Management Studies, 36
T. Keenoy (1997)
HRMism and the Languages of Re-presentationJournal of Management Studies, 34
P. Boxall (1996)
The Strategic Hrm Debate and the Resource‐Based View of the FirmHuman Resource Management Journal, 6
Veronica Hailey, Elaine Farndale, C. Truss (2005)
The HR department's role in organisational performanceHuman Resource Management Journal, 15
(2003)
Teamworking: meanings and contradicfions in the management of change
Mark Huselid, S. Jackson, R. Schuler (1997)
Technical and Strategic Human Resource Management Effectiveness as Determinants of Firm PerformanceAcademy of Management Journal, 40
R. Peccei (2004)
Human Resource Management And The Search For The Happy Workplace
Helen Francis, J. Sinclair (2003)
A Processual Analysis of HRM-Based ChangeOrganization, 10
S. Wood (1999)
Human resource management and performanceInternational Journal of Management Reviews, 1
S. Dunn (1990)
Root Metaphor in the Old and New Industrial RelationsBritish Journal of Industrial Relations, 28
D. Renwick (2003)
HR managers: Guardians of employee wellbeing?Personnel Review, 32
B. Wilson (1981)
The Personnel Manager
Keenoy Keenoy (1997)
Review article: HRMism and the languages of re‐presentationJournal of Management Studies, 34
C. Truss (1999)
Soft and Hard Models of Human Resource Management
C. Laurent (2007)
Perfect partnersBDJ, 202
(1996)
Is a crifical pedagogy of management possible?
S. Tyson, A. Fell (1986)
Evaluating the Personnel Function
Jenny Hoobler, N. Johnson (2004)
An analysis of current human resource management publicationsPersonnel Review, 33
(1991)
Work and leisure satisfaction', in F
The mutafion of HRD and strategic change : a crifical perspecfive
Tara Dr (2005)
Conceptions of Critical HRD: Dilemmas for Theory and PracticeHuman Resource Development International, 8
T. Fenwick (2003)
Emancipatory potential of action learning:a critical analysisJournal of Organizational Change Management, 16
Jarvis Jarvis, Robinson Robinson (2005)
Watch your stepPeople Management, 27
R. Hawley (1995)
Slippery slopeNeurology, 45
Raymond Caldwell (2003)
The Changing Roles of Personnel Managers: Old Ambiguities, New UncertaintiesJournal of Management Studies, 40
R. Mackovich (2001)
Watch your step.Positive living, 10 7
Mark Huselid (1995)
The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial PerformanceERN: Other Organizations & Markets: Policies & Processes (Topic)
M. Reynolds (1999)
Grasping the Nettle: Possibilities and Pitfalls of a Critical Management PedagogyBritish Journal of Management, 10
J. Simmons (2003)
Balancing performance, accountability and equity in stakeholder relationships: towards more socially responsible HR practiceCorporate Social Responsibility and Environmental Management, 10
(2004)
Standards deliver
T. Keenoy (1999)
HRM as hologram: a polemicJournal of Management Studies, 36
D. Guest, Zella King (2004)
Power, Innovation and Problem‐Solving: The Personnel Managers’ Three Steps to Heaven?Journal of Management Studies, 41
(1994)
Qualitative Data Analysis: An Expanded Source
(2005)
Business Partnering
(2004)
An anatomy of dissensus-inspired work
K. Legge (1999)
Representing People at WorkOrganization, 6
M. Alvesson (2000)
Doing critical management research
C. Truss, D. Mankin, C. Kelliher (2008)
Strategic Human Resource Management
Current models of HRM suggest that expectations about HR roles are changing as organisations are striving to make the HR function leaner and more ‘strategic’. In our article we explore the changing roles of HRM as they are perceived by different stakeholder groups within the HR profession through the medium of a study examining the diffusion of the concept of ‘the thinking performer’ launched by the Chartered Institute of Personnel and Development in 2002. We explain how the concept of business partnering dominates respondents' talk about HR policy and practice and raise questions about the impact of this in terms of HRM's relationship with employees, employee well‐being and the career paths of HR professionals. We argue that the profession needs to reflect seriously on the consequences of a dominant business/strategic partner framing of HR work, which fails to address the duality that has historically always been inherent in HR practice. We conclude that there is a need for a more balanced HR agenda addressing human and economic concerns in current and future models of HRM.
Human Resource Management Journal – Wiley
Published: Jul 1, 2006
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.