Organizational Configurations: Implications for the Human Resource/ Personnel Management Debate

Abstract

Considers the changes in the way that we theoretically conceptualize organizations being brought about by the configurations approach towards organizations. Shows that the concept of fit is crucial to this approach and that this can be operationalized at both a macro and a micro level in organizations. With reference to three case studies, considers the implications of configurations to the debate over the differences between human resource management and traditional personnel management.

Citation

Duberley, J.P. and Burns, N.D. (1993), "Organizational Configurations: Implications for the Human Resource/ Personnel Management Debate", Personnel Review, Vol. 22 No. 4, pp. 26-34. https://doi.org/10.1108/00483489310042662