The twenty-first-century HR organization
Article Type: Abstracts From: Strategic Direction, Volume 25, Issue 7
Ulrich D., Younger J., Brockbank W. Human Resource Management, Winter 2008, Vol. 47 No. 4, Start page: 829, No. of pages: 22
Purpose – considers the role of the human resource management function in modern organizations, focusing on the different roles it might play within three types of organizations – holding companies, allied/diversified companies and single/functional businesses. Design/methodology/approach –based on the premise that human resource functions must be structurally aligned with the organizational structure of the organization, discusses the way that human resource functions can align themselves in the three types of organization. Focuses on the needs of allied/diversified businesses, setting out five roles that will be played by human resource functions – the service centre role, the corporate human resource role, the embedded human resource role(in the organizational units), the centre of expertise role and the operational role. Findings – argues that diversified/allied business models are becoming the prevailing model among businesses. Sees the five roles identified for the human resource function as being crucial to it meeting the human resource need of this form of organization. Research limitations/ implications– lists areas for future research. Originality/value – reviews the model of strategic human resource management to incorporate changes in organizational structures and strategies. ISSN: 0090-4848 Reference: 38AE012
Keywords: Business strategy, Human resource management,Organizational structure
