Has the Strategic Role and Professional Status of Human Resource Management peaked in New Zealand?

• Published in: Journal of industrial relations Vol. 52; no. 1; pp. 103 - 118
• Main Authors: Rasmussen, Erling, Andersen, Torben, Haworth, Nigel
• Format: Journal Article
• Language: English
• Published: London, England SAGE Publications 01-02-2010; SAGE PUBLICATIONS, INC
• Subjects: Decision making; Human resource management; Human resources management; Labor relations; Line managers; Managers; New Zealand; Occupational status; Personnel management; Professionals; Resource management; Status; Studies; New Zealand; New Zealand; Cranet Survey; human resource management
• ISSN: 0022-1856; 1472-9296
• DOI: 10.1177/0022185609353992

The rise of human resource management (HRM) has been associated with a quest for more strategic influence and higher managerial status. Findings from the 2004 New Zealand Cranet Survey are used to evaluate these normative assumptions. There are indications of a growing awareness of ‘people issues’ and an increase in the influence of HRM practitioners on strategic decision-making and an improvement in their professional status. Formalized references to people and people management have been high and stable over time. However, formalized HRM strategies are less prevalent and there are still many organizations that do not have an HRM department. Furthermore, there has been no increase in the proportion of senior HR managers who have a place among the organization’s senior executives.