chapter  5
16 Pages

The changing role of HRM

The changing role of HRM is a central concern of this book, as we examine the effects of the changing context on the management of people. In this chapter, we set out the new ‘HR confi gurations’ within the overall architecture of HRM (Lepak and Snell 1999 ), the broader approach to managing people in organizations by line managers, as well as the specialist HR department. This we describe as the HR function of management, which we see covering recruitment, selection, development, rewards, well-being and safety at work, and the wider fi eld of employment relationships, which includes engagement, employee voice, trade union relationships, and collective bargaining.