Abstract:
This study examines the role change difficulties
encountered when shifting from
personnel management to strategic human
resources management within the human
resources department of a public sector
organization after its corporatization.
Three orders of difficulties affected the
role changes: difficulties related to the
invention of the role, differences in the
perception of the role as well as the organizational
position with respect to strategic
human resources management, and the
appearance of role conf1icts. These difficulties
relate to two fundamental factors:
identity inertia and the difficulties associated
with the development of social capital.
