A constituency theory perspective of human resources effectiveness

Recent interest in constituency theory, coupled with the concern of the quality movement for meeting the needs of the internal and external“customers” of organizations leads HR managers to think about their jobs in terms of the stakeholders or constituents who have influence or impact on HR job performance. When the HR job is considered in terms of its any constituents, it becomes apparent that within any organization there are many different interacting groups that HR managers must satisfy, or who have rights or a stake in what HR does. Moreover, each comes with distinct and sometimes conflicting needs. Discusses the importance of HR constituencies and how they can affect the HR function′s ability to operate successfully, and to use theory to suggest how the HR manager can retain effectiveness in a setting characterized by pressures from competing constituencies.