Please use this identifier to cite or link to this item: http://hdl.handle.net/10419/78929
Authors: 
Kelliher, Clare
Truss, Catherine
Hope Hailey, Veronica
Year of Publication: 
2004
Citation: 
[Journal:] Management Revue [ISSN:] 1861-9916 [Publisher:] Hampp [Place:] Mering [Volume:] 15 [Year:] 2004 [Issue:] 3 [Pages:] 305-323
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.
Subjects: 
Human Resource Management
inter-firm relations
permeable boundaries
employment agencies
franchising
Document Type: 
Article

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