Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
1029489 | Journal of Retailing and Consumer Services | 2006 | 14 Pages |
Abstract
With human capital reporting pending, and pressure to demonstrate high performance in all areas of business increasing, the human resources (HR) function at Scotmid (Scottish Midland Co-operative Society Limited) has been evaluated by operational managers and HR specialists. Results indicate that a sizeable majority of the HR portfolio is considered value-adding. However operational managers hold traditional views of the function and categorise operational HR activities of paramount importance. Also, there are mixed views on HR performance which have created a number of critical perceptual gaps. Consequently, the principal implications for Scotmid are identified.
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Authors
Morag McLean,