Managing the HR function: The role of social capital

Personnel Review

Volumn 38, Issue 6, 2009, Pages 674-695

  Truss, Catherine ^a   Gill, Jas ^a  

^a KINGSTON UNIVERSITY   (United Kingdom)

Author keywords

Human resource management; Public administration; Social capital; United Kingdom

Indexed keywords

EID: 70350350015     PISSN: 00483486     EISSN: None     Source Type: Journal    
DOI: 10.1108/00483480910992274     Document Type: Article

References (52)

1. Adler, P. and Kwon, S. (2002), "Social capital: prospects for a new concept", Academy of Management Review, Vol. 27, pp. 17-41.
2. Bach, S. and Della Rocca, G. (2000), "The management strategies of public sector employers in Europe", Industrial Relations Journal, Vol. 31 No. 2, pp. 82-96.
3. Barnett, S., Buchanan, D., Patrickson, M. and Maddern, J. (1996), "Negotiating the evolution of the HR function: practical advice from the healthcare sector", Human Resource Management Journal, Vol. 6, pp. 18-37.
4. Becker, B. and Gerhart, B. (1996), "The impact of human resource management on organizational performance: progress and prospects", Academy of Management Journal, Vol. 39, pp. 779-801.
5. Bowen, D. and Ostroff, C. (2004), "Understanding HRM-firm performance linkages: the role of the "strength" of the HRM system", Academy of Management Review, Vol. 29, pp. 203-21.
6. Boxall, P. and Purcell, J. (2003), Strategy and Human Resource Management, MacMillan, Basingstoke.
7. Boyne, G., Jenkins, G. and Poole, M. (1999), "Human resource management in the public and private sectors: an empirical comparison", Public Administration, Vol. 77 No. 2, pp. 407-20.
8. Brown, S. and Eisenhardt, K. (1997), "The art of continuous change: linking complexity theory and time-paced evolution in relentlessly shifting organizations", Academy of Management Journal, Vol. 42, pp. 1-34.
9. Buyens, D. and de Vos, A. (2001), "Perceptions of the value of the HR function", Human Resource Management Journal, Vol. 11 No. 3, pp. 70-89.
10. Caldwell, R. (2003), "The changing roles of personnel managers: old ambiguities, new uncertainties", Journal of Management Studies, Vol. 40 No. 4, pp. 983-1004.
11. Colbert, B. (2004), "The complex resource-based view: implications for theory and practice in strategic human resource management", Academy of Management Review, Vol. 9, pp. 341-58.
12. Eisenhardt, K. (1989), "Building theories from case study research", Academy of Management Review, Vol. 14, pp. 532-50.
13. Ferlie, E., Ashburner, C., Fitzgerald, L. and Pettigrew, A. (1996), The New Public Management in Action, Oxford University Press, Oxford.
14. Gabbay, S. and Zuckerman, E. (1998), "Social capital and opportunity in corporate R&D", Social Science Research, Vol. 27, pp. 189-217.
15. Gratton, L. and Truss, C. (2003), "The three-dimensional people strategy: putting human resources policies into action", Academy of Management Executive, Vol. 17 No. 3, pp. 74-86.
16. Gratton, L., Hope-Hailey, V., Stiles, P. and Truss, C. (1999), Strategic Human Resource Management: Corporate Rhetoric and Human Reality, Oxford University, Oxford.
17. Harris, L. (2002), "The future for the HRM function in local government: everything has changed - but has anything changed?", Strategic Change, Vol. 11 No. 7, pp. 369-78.
18. Harris, L. (2004), UK public sector reform and the performance agenda in UK local government - HRM challenges and dilemmas, paper presented at the HRM and Performance Conference, Bath University, April.
19. Hope-Hailey, V., Farndale, E. and Truss, C. (2005), "The HR department's role in organizational performance", Human Resource Management Journal, Vol. 15 No. 3, pp. 49-66.
20. Huselid, M., Jackson, S. and Schuler, R. (1997), "Technical and strategic human resource management effectiveness as determinants of firm performance", Academy of Management Journal, Vol. 40, pp. 171-88.
21. Jaconelli, A. and Sheffield, J. (2000), "Best value: changing roles and activities for human resource managers in Scottish local government", International Journal of Public Sector Management, Vol. 13 No. 7, pp. 624-44.
22. Jamrog, J. and Overholt, M. (2004), "Building a strategic HR function: continuing the evolution", Human Resource Planning, Vol. 27 No. 1, pp. 51-62.
23. Lawler, E. and Mohrman, S. (2003), "HR as a strategic partner: what does it take to make it happen?", HR Planning, Vol. 26, pp. 15-30.
24. Lupton, B. and Shaw, S. (2001), "Are public sector personnel managers the profession's poor relations?", Human Resource Management Journal, Vol. 11 No. 3, pp. 23-38.
25. Marchington, M. and Grugulis, I. (2000), ""Best practice" human resource management: perfect opportunity or dangerous illusion?", International Journal of Human Resource Management, Vol. 11, pp. 1104-24.
26. Massey, A. and Pyper, R. (2005), Public Management and Modernisation in Britain, Palgrave MacMillan, Basingstoke.
27. Murphy, G. and Southey, G. (2003), "High performance work practices: perceived determinants of adoption and the role of the HR practitioner", Personnel Review, Vol. 32 Nos 1/2, pp. 73-92.
28. Nahapiet, J. and Ghoshal, S. (1998), "Social capital, intellectual capital and the organizational advantage", Academy of Management Review, Vol. 23, pp. 242-66.
29. Paauwe, J. (2004), HRM and Performance: Achieving Long Term Viability, Oxford University Press, Oxford.
30. Procter, S. and Currie, G. (1999), "The role of the personnel function: roles, perceptions and processes in an NHS trust", International Journal of Human Resource Management, Vol. 10, pp. 1077-91.
31. Ring, P. and Perry, J. (1985), "Strategic management in public and private organizations: implications of distinctive contexts and constraints", Academy of Management Review, Vol. 10 No. 2, pp. 276-86.
32. Ritchie, J. and Spencer, L. (1994), "Qualitative data analysis for applied policy research", in Bryman, A. and Burgess, R. (Eds), Analyzing Qualitative Data, Routledge, London.
33. Snell, S. (1999), "Social capital and strategic HRM: it's who you know", Human Resource Planning, Vol. 22, pp. 62-4.
34. Snell, S., Youndt, M. and Wright, P. (1996), "Establishing a framework for research in human resource management: merging resource theory and organisational learning", Research in Personnel and Human Resources Management, Vol. 14, pp. 61-90.
35. Starkey, K. and Tempest, S. (2004), "Bowling along: strategic management and social capital", European Management Review, Vol. 1, pp. 78-83.
36. Teece, D., Pisano, G. and Shuen, A. (1997), "Dynamic capabilities and strategic management", Strategic Management Journal, Vol. 15, pp. 285-305.
37. Truss, C. (2001), "Complexities and controversies in linking human resource management and organisational performance", Journal of Management Studies, Vol. 38, pp. 1121-50.
38. Truss, C. (2003), "Strategic HRM enablers and constraints in the NHS", International Journal of Public Sector Management, Vol. 16 No. 1, pp. 48-60.
39. Truss, C. (2008), "Continuity and change: the role of the HR function in the modern public sector", Public Administration, Vol. 86 No. 4, pp. 1071-88.
40. Truss, C. (2009), "Changing HR functional forms in the UK public sector", International Journal of Human Resource Management, Vol. 20 No. 4, pp. 717-37.
41. Truss, C., Gratton, L., Hope-Hailey, V., Stiles, P. and Zaleska, J. (2002), "Paying the piper: choice and constraint in changing HR functional roles", Human Resource Management Journal, Vol. 12, pp. 39-63.
42. Tsai, W. (2000), "Social capital, strategic relatedness and the formation of intraorganizational linkages", Strategic Management Journal, Vol. 21, pp. 925-39.
43. Tsui, A. (1984), "A multiple constituency framework of managerial reputational effectiveness", in Hunt, J., Hoskin, C., Schriesheim, C. and Stewart,R. (Eds), Leadership, Pergamon,NewYork, NY.
44. Tyson, S. (1997), "Human resource strategy: a process for managing the contribution of HRM to organizational performance", International Journal of Human Resource Management, Vol. 8, pp. 277-90.
45. Tyson, S. (1999), "How HR knowledge contributes to organisational performance", Human Resource Management Journal, Vol. 9, pp. 42-52.
46. Ulrich, D. (1998), "A new mandate for human resources", Harvard Business Review, Vol. 76 No. 1, pp. 124-34.
47. Ulrich, D. and Beatty, D. (2001), "From partners to players: extending the HR playing field", Human Resource Management, Vol. 40 No. 4, pp. 293-307.
48. Wright, P., Gardner, T. and Moynihan, L. (2003), "The impact of HR practices on the performance of business units", Human Resource Management Journal, Vol. 13, pp. 21-36.
49. Wright, P., Snell, S. and Jacobsen, P. (2004), "Current approaches to HR strategies: inside-out versus outside-in", Human Resource Planning, Vol. 27, pp. 36-47.
50. Wright, P., McMahan, G., Snell, S. and Gerhart, B. (2001), "Comparing line and HR executives perceptions of HR effectiveness", Human Resource Management, Vol. 40, pp. 111-23.
51. Yin, R. (1984), Case Study Research, Sage, Beverly Hills, CA.
52. Youndt, M. and Snell, S. (2004), "Human resource configurations, intellectual capital and organizational performance", Journal of Managerial Issues, Vol. 16, pp. 337-60.