Transformations of the HR function in the context of restructuring

Considers the impact on the HR function of the strenuous restructuring and redeployment of resources brought about by the current need for organizational change. Argues that the transformation of the HR function, while interesting in itself as a research concern, is perhaps more usefully approached from the wider angle of the general transformation of the business environment. Organizational restructuring programmes invariably impose strategic decisions on and within the HR domain. The consequent changes, in turn, require a re‐evaluation of the current HRM approach, together with modifications to behaviour and altered activities. Examines the choices facing HR managers through a study of the strategic decision‐making process and the impact on it of major organizational restructuring. This approach exposes the options available for the re‐orientation of HRM after organizational change. Develops a theoretical framework to address impacts on HRM in restructuring contexts and applies this contextual framework to evaluate an empirical study of an industrial company of US origin, based in Brazil, which has undergone major structural change.