Restructuring, streamlining, downsizing and redundancies have been commonplace in recent years as the corporates of the Western world gear up for a highly competitive, globalised marketplace governed by the “survival of the fittest” rule. HR has been at the heart of cost‐cutting exercises, from strategic input to transactional tasks. Perhaps as a result of this key role played in cost reduction initiatives, or due to the intangible nature of many HR services, or purely as a continuation of the streamlining trend, the HR department itself has been vigorously called upon to define its own value and to prove the efficiency of its operations.
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