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From Industrial Relations to Human Resource Management: The Changing Role of the Personnel Function

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  • Alex Bryson
  • David Guest

Abstract

The evidence from 25 years of the Workplace Employment Relations Surveys shows that a growing number of workplaces have a personnel specialist in place and that an increasing proportion of these specialists have relevant qualifications. Personnel management is becoming more embedded and more professionalised. It is reasonable to assume that personnel specialists are hired to apply contemporary best practice and thereby, perhaps indirectly, to improve performance. Our analysis fails to support this assumption. Personnel specialists are more likely to be associated with traditional industrial relations practices rather than human resource practices. Yet, on the basis of ratings that they have provided, where more human resource practices are in place, performance is more highly rated. Moreover, where personnel specialists are present, including qualified specialists, performance tends, if anything, to be poorer.

Suggested Citation

  • Alex Bryson & David Guest, 2008. "From Industrial Relations to Human Resource Management: The Changing Role of the Personnel Function," National Institute of Economic and Social Research (NIESR) Discussion Papers 315, National Institute of Economic and Social Research.
  • Handle: RePEc:nsr:niesrd:315
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    File URL: https://www.niesr.ac.uk/wp-content/uploads/2021/10/dp315-3.pdf
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    Cited by:

    1. Dorian Aliu & Ayten Akatay & Armando Aliu & Umut Eroglu, 2017. "Public Policy Influences on Academia in the European Union," SAGE Open, , vol. 7(1), pages 21582440176, February.
    2. William Brown & David Marsden, 2010. "Individualisation and Growing Diversity of Employment Relationships," CEP Discussion Papers dp1037, Centre for Economic Performance, LSE.

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