Annual Review Paper : Do New Zealand HRM Staff Have Sufficient Power and Influence?

This paper presents a viewpoint on the contentious issue of why HRM staff in New Zealand do not seem to be part of top management groupings which are concerned with strategic issues. The impact of a preoccupation with gaining professional status throughout the short history of HRM in New Zealand is examined. The personal attributes of those engaged in HRM work are examined to see if they contribute to a credibility gap. Empirical findings concerning issues of current concern to HRM people are presented and demonstrate a non-strategic orientation. The personal consequences of role conflict and role ambiguity and lack of power have been studied and are briefly presented in this paper.