Description
Since 1990, there has been an increasing interest in the role of people management in formulating key business decisions. This book offers a counterbalance to the predominant view that human resource and personnel managers have little influence in the strategy making process. The research in this volume is based on original studies of 60 organizations. The authors examine the presence of personnel and HR directors on different types of board in both private and public sectors, in small to medium sized firms. Through analysis of case studies, they examine: the involvement of personnel/HR directors in strategy formation and implementation; their informal power and influence on decisions; the multi-directional nature of strategy formation; the importance of the attitude of the managing director or chief executive to the status and role of personnel/HR; and the proactive strategies which can persuade the senior management of the importance of personnel/HR in adding value to businesses.
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