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The Strategic Role of HR Managers in Australian Organisations: Cues from Organisational Recruitment Sources

Published online by Cambridge University Press:  25 February 2016

Cathy Sheehan  and
Anthony Scafidi
Anthony Scafidi
Affiliation:
Department of Management, Monash University, Caulfield campus, Caulfield East, VIC 3145, Australia, Ph: + 61 3 99032228, Fax: + 61 3 99032718
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Abstract

This study has used a longitudinal, quantitative design to explore the expected increase in the reference to human resource management (HRM) strategic planning roles in Australian organisations between 1993 and 2004. The research also examined which of the organisational characteristics of ownership, sector and size best predicts strategic planning roles for HR managers in 2003-04. Data was collected from the content analysis of 315 job advertisements for senior Human Resources (HR) managers published in national newspapers and on the Internet. Results established a longitudinal increase in references to strategic HR roles and established that internationally-owned, larger, and public sector organisations placed greater emphasis on promoting strategic roles for HR managers. The strongest predictor of a strategic planning role however was the sector in which the organisation was placed. Specifically, in the public sector HR managers at the most senior level were given the same strategic role as counterparts in the private sector but HR managers at the next level down were significantly less likely than HR managers at the same level in the private sector to be given strategic roles. These findings have implications for the training and development opportunities for HR managers working in the public sector.

Type
Research Article
Information
Journal of Management & Organization , Volume 11 , Issue 1 , January 2005 , pp. 41 - 56
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2005 

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