2014/01/07 by Cathy Sheehan, Helen De Cieri, Brian Cooper +1 · 2 citations
Business, Management and Accounting · #Human Resource and Talent Management #Management and Organizational Studies #Organizational Learning and Leadership
paper · doi:10.1111/1748-8583.12027
openalex publication_date 2014/01/07 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/23
While a large body of literature has investigated the content of human resource management ( HRM ) practices, this research explores the process through which the HRM function impacts on organisational performance. Specifically, the research explores the reasons for the success or failure of HRM initiatives that have been associated with organisational outcomes and classifies the reasons as dimensions of HRM power. Based on 26 interviews conducted in A ustralia with senior HRM executives, top management team ( TMT ) executives and two management consultants, we found that, in order to contribute to organisational performance, HRM professionals can effectively utilise three dimensions of power, namely power of resources, power of processes and power of meaning. The findings offer new insights to the relationship between dimensions of HRM power and organisational performance.