The Need of a HRM Change from Traditional to Strategic with Organizational Transition: A Case Study of a Swedish High-Speed-Growth Company
Independent thesis Advanced level (degree of Master (Two Years)), 15 credits / 22,5 HE creditsStudent thesis
With organizational development, many of management systems should be established and developed to handle different challenges and situations. Flamholtz and Randle (2007) figure out different but typical management orientation and systems at different stages of this development process and emphasize the importance of organizational transition between the stages. Human resource management (HRM) is regarded as one of the most important management systems to overcome challengers and gain competitive advantages during organization development. This paper concentrates on a HRM perspective to research on the relationship between organizational transition and HRM changes.
The findings show HRM correlated with organizational transition from an entrepreneurial stage to a professionally managed one needs to change from traditional to strategic. The essence of this process is correspondingly a role change from a service provider to a strategic participant. Meanwhile, the functions and abilities to support them in HRM should be changed also.
Place, publisher, year, edition, pages
2012. , 69 p.
Halmstad University Dissertations
Organizational Transition, HRM Changes, Strategic HRM
IdentifiersURN: urn:nbn:se:hh:diva-18219OAI: oai:DiVA.org:hh-18219DiVA: diva2:536653
Subject / course
2012-06-01, O125, Box 823, Halmstad, 08:30 (English)
Norr, ChristerRundquist, Jonas