Keele Research Repository

This paper focuses on how human resource (HR) professionals view their role in contributing to organizational effectiveness (OE) in the higher education (HE) sector. Drawing on interview and documentary data, we trace how rival definitions of OE relate to two emergent conceptions of rationality. First we identify instrumental forms of rationality based on assessments of how well (or efficiently) organizations achieve preordained objectives. Second, we identify stakeholder satisfaction models of OE, which concern the extent to which competing needs of stakeholders are satisfied and, thus, presuppose a more dialogic view of rationality. The empirical findings suggest that HR professionals do support attempts to reorientate their institutions towards a top-down form of organization, which would privilege high-level objectives and efficiency. This implies a move away from a more traditional view of universities as discursive and participatory organizations, where effectiveness is regarded as meeting the varied needs of stakeholders, such as academics, students and the wider society, in a balanced way. This may also complement a move to a ‘business partner’ model of human resource management (HRM). However, whilst the HRM professionals largely favour such a shift, they acknowledge limitations to the extent that is practical or even entirely desirable.