Managers’ perceptions of strategic HR change

Abstract

Describes an ongoing research project investigating how human resource strategies are conceived, designed and implemented in organizations as perceived by the managers involved. Data has been gathered using questionnaires completed by 723 managers studying the Open University MBA, over a five‐year period. The evidence shows most HR changes are organization wide and are intended to enhance organizational performance and support the achievement of primary business objectives. Whereas there is clear board level involvement at the initiation and planning stages, the responsibility for implementation is unclear. This absence of clarity, together with the citing of poor communications as the main reason for the failure of change initiatives, raises a number of questions about leadership, vision and direction, which are considered. The evaluation of the initiative is shown to be a difficult area, often involving inappropriate criteria and is perceived as having few links with the business strategy. From the perspective of their managers, it appears that organizations are still not effective in managing HR change and continue to make the same mistakes, despite the theories and prescription available in the literature.

Citation

Skinner, D. and Mabey, C. (1997), "Managers’ perceptions of strategic HR change", Personnel Review, Vol. 26 No. 6, pp. 467-484. https://doi.org/10.1108/00483489710188991