Abstract:
This article examines the level of operational and strategic involvement by
human resource departments, the influence of HR departments, and the level
of strategic integration as predictors of human resource management performance.
Surveys from 146 senior line managers and HR executives in commercialized
and noncommercialized public-sector agencies in Australia were
the basis of organizational- and individual-level analyses. Results indicate
positive relationships between the degree to which operational HR activities
are transferred to line managers, HR influence, strategic integration, and the
performance of the HRM function. Interestingly, no relationship was found
between the level of strategic involvement by HR departments and the perceived
performance of the function. Analysis of the individual-level data supports
the multiple-constituency approach to HRM, with differences in the
evaluation of HRM by respondents from different job functions. The study
highlights challenges faced by HR practitioners needing to be operational, to
be valued strategically.
