Irreconcilable differences? : strategic human resource management and employee well-being
Date
2009
Authors
Brown, M.
Metz, I.
Cregan, C.
Kulik, C.T.
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Asia Pacific Journal of Human Resources, 2009; 47(3):270-294
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Abstract
The transition from 'personnel' to 'human resource management' took place in Australia in the latter part of the twentieth century. The change in nomenclature reflects a change in the nature of the work: from an employee-centred role to a management-centred role. In this paper we examine the relationship between these two roles, with a particular emphasis on their compatibility. Using interview data we find that HR managers devote considerable time to employee-centred activities. HR managers philosophically reconcile these activities with their responsibilities as a strategic partner by identifying the benefits of their employee-centred efforts for management. HR managers do, however, experience some operational challenges when they attempt to be a strategic partner and simultaneously promote employee well-being.
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Copyright 2009 Australian Human Resources Institute