Strategic Human Resource Management

Section Six

needs of the more powerful constituencies.”^88 One implication
of this result is that human resource managers need to devote
more attention to the remainder of the company’s managers
and employees. For example, they need to obtain these
managers’ and employees’ input on the con-tent of human
resource programs.^89 This finding is somewhat ironic, given the
history of human resource management. In the past, human
resource professionals decried their inability to gain the
confidence of their top executive and to participate in the
strategic management process. Human resource managers
must not forget the importance of generating user satisfaction
throughout the middle and lower levels of the organizational
hierarchy as well.

„ SUMMARY

This section has reviewed concepts related to the evaluation of
effectiveness from a strategic management perspective. As a
part of this discussion, the Tsui and Gomez-Mejia framework
was utilized to illustrate the interrelated nature of human
resource management with other functional areas and the
necessity of considering (1) the impact of line management on
human resource measures and (2) the level of analysis at which
evaluation is directed. Methodological aspects of evaluation
were reviewed, including audits, analytical approaches,