Please use this identifier to cite or link to this item: http://hdl.handle.net/1959.3/210309

Title

Strategic human resources management in Australia: the human cost

Author(s)

Kaye, Leah

Abstract

Strategic human resource management (HRM) is increasingly being used to indicate a system-wide intervention that links HRM to strategic planning and cultural change. However, what may be inadvertently occurring is a reinforcing of the use of the "hard" model of HRM, one that prioritises "management" aspects above "human" aspects of the discipline. Competitive business strategies may be improving the bottom line of a company, but they are hurting many individuals, especially when workers are being viewed as a commodity in a labour market. The Australian experience suggests that strategic HRM is not particularly people focused and has led to greater job insecurity and lower job satisfaction. If the current intent of strategic HRM is to strategise in conjunction with an organization's business direction, then it needs to be re-conceptualised to acknowledge the human endeavour of organizations. This will require a broadening of the perspective of strategic HRM.

Publication type

Journal article

Research centre

Swinburne University of Technology. Swinburne University of Technology

Source

International Journal of Manpower, Vol. 20, no. 8 (1999), pp. 577-587

Publication year

1999

FOR Code(s)

1503 Business and Management

Keyword(s)

Australia;  Competitive advantage;  Human resource management;  Organisational change;  Planning;  Strategy

Publisher

Emerald

ISSN

0143-7720

Publisher URL

http://dx.doi.org/10.1108/01437729910302750

Copyright

Copyright © MCB UP Ltd (1999).

Peer reviewed