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Personnel/Human Resources Management: A Political Influence Perspective
Gerald R. Ferris
University of Illinois
Timothy A. Judge
Cornell University
It was suggested over 10 years ago that new and different perspectives should be applied to the Personnel/Human Resources Management (P/HRM)field in an effort to promote theory and research and expand our understanding of the dynamics underlying P/HRM processes. This article tries to address this suggestion in three ways. First, it proposes a political influence perspective as an alternative way to view P/HRM decisions and actions. Second, it reviews research investigating political influence in key P/HRM areas. Third, it examines the strengths and limitations of the political influence perspective relative to other perspectives.
Journal of Management, Vol. 17, No. 2,
447-488 (1991)
DOI: 10.1177/014920639101700208
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