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Disappearing Between the Cracks: HRM in Permeable Organisations

Author

Listed:
  • Clare Kelliher

    () (Cranfield University, Cranfield School of Management)

  • Catherine Truss

    () (Kingston University, Kingston Business School)

  • Veronica Hope Hailey

    () (Cranfield University, Cranfield School of Management)

Abstract

This paper is concerned with examining the implications of inter-organisational relationships for human resource management (HRM). To date much of the literature on human resource management has been inwardly focussed on the organisation and its employees. Yet increasingly complex organisational forms and more permeable boundaries may mean that employees working for one organisation are influenced by the HR policies and practices of another. This paper presents evidence from two such case studies, representing different forms of inter-organisational relationship. The implications for the HR function are discussed and it is argued that traditional conceptions of HRM are inadequate to encompass these developments.

Suggested Citation

  • Clare Kelliher & Catherine Truss & Veronica Hope Hailey, 2004. "Disappearing Between the Cracks: HRM in Permeable Organisations," management revue. Socio-economic Studies, Rainer Hampp Verlag, vol. 15(3), pages 305-323.
  • Handle: RePEc:rai:mamere:1861-9908_mrev_2004_03_kelliher
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    Keywords

    Human Resource Management; Inter-firm Relations; Permeable Boundaries; Employment Agencies; Franchising;

    JEL classification:

    • F23 - International Economics - - International Factor Movements and International Business - - - Multinational Firms; International Business
    • J53 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - Labor-Management Relations; Industrial Jurisprudence
    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General

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