HR role effectiveness and organizational culture in Australian local government
The role of the human resource management (HRM) function and its consequentcontribution to Organizational culture and strategic management have been muchdebated. This relationship has not been empirically tested in the Australian localgovernment sector. This paper explores the types of organizational culture and therole effectiveness of the HRM function as perceived by 217 senior managers in 71New South Wales?and Queensland local government entities. We found fourclusters of local govemment entities, each with different profiles of Organizationalculture and perceived effectiveness of the HRM role. While most organizationsare undergoing a transition in their cultural ualues, over one-third of theorganizations exhibit a market-oriented culture. These market-orientedorganizations have a higher level of human resource role effectiveness. Thepresent study contributes to the ongoing debate regarding the status and influenceof HRM as a value-adding corporate function.
Year of publication: |
2004
|
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Authors: | Ahmad, T. ; Teo, S. T ; Rodwell, J. J |
Publisher: |
SAGE Publications |
Saved in:
freely available
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