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Strategic Human Resource ManagementCorporate Rhetoric and Human Reality$
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Lynda Gratton, Veronica Hope Hailey, Philip Stiles, and Catherine Truss

Print publication date: 1999

Print ISBN-13: 9780198782049

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780198782049.001.0001

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Contextual Diversity for the Role and Practice of HR

Contextual Diversity for the Role and Practice of HR

Chapter:
(p.117) 6 Contextual Diversity for the Role and Practice of HR
Source:
Strategic Human Resource Management
Author(s):

Veronica Hope Hailey

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198782049.003.0006

This chapter argues that the normative and prescriptive models of both personnel management and human resource management have been too simplistic and have failed to address the diverse and complex roles that are required of the function. These models imply, amongst others, two things: first, that a progression from a bureaucratic form of personnel management to a strategically integrated human resource management function is desirable for all organizations if they are to manage people effectively; and second, that a best practice model of people management necessitates a strategic role for the personnel/HR function.

Keywords:   human resource management, personnel management, people management

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