The Nature and Causes of Effective Human Resource Management

The Nature and Causes of Effective Human Resource Management Abstract: Four models of the causes of effective human resource management were tested using a large sample of national health service (NHS) provider trusts and districts. The four models, labelled organizational integration, policy integration, functional integration and process integration, were operationalized and tested in a regression analysis against a range of qualitative and quantitative measures of HRM effectiveness. The results reveal little or no association between the qualitative and quantitative measures of effectiveness and show that the models are better at explaining qualitative effectiveness. The most strongly supported models are organizational integration, reflected particularly in the formalization by senior management of HRM policy, and process integration, reflected in the quality and efficiency of personnel service and support. There is little support for policy integration — the idea of a coherent policy focus — and none at all for functional integration, that is, the view that a personnel department generously staffed by professional specialists will enhance effectiveness. The theoretical and policy implications of these results are discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png British Journal of Industrial Relations Wiley

The Nature and Causes of Effective Human Resource Management

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Publisher
Wiley
Copyright
© 1994 Blackwell Publishing Ltd / London School of Economics
ISSN
0007-1080
eISSN
1467-8543
DOI
10.1111/j.1467-8543.1994.tb01042.x
Publisher site
See Article on Publisher Site

Abstract

Abstract: Four models of the causes of effective human resource management were tested using a large sample of national health service (NHS) provider trusts and districts. The four models, labelled organizational integration, policy integration, functional integration and process integration, were operationalized and tested in a regression analysis against a range of qualitative and quantitative measures of HRM effectiveness. The results reveal little or no association between the qualitative and quantitative measures of effectiveness and show that the models are better at explaining qualitative effectiveness. The most strongly supported models are organizational integration, reflected particularly in the formalization by senior management of HRM policy, and process integration, reflected in the quality and efficiency of personnel service and support. There is little support for policy integration — the idea of a coherent policy focus — and none at all for functional integration, that is, the view that a personnel department generously staffed by professional specialists will enhance effectiveness. The theoretical and policy implications of these results are discussed.

Journal

British Journal of Industrial RelationsWiley

Published: Jun 1, 1994

References

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