Power and influence of the human resources function through boundary spanning and information management

The human resource management (HRM) function has realized a considerable increase in power, influence, and reputation, but it has not been examined from the perspective of organizational boundary spanning. Because boundary spanning's function of information control provides a source of power, it is helpful in explaining HRM's growing influence in US organizations. However, our conceptualization of the boundary spanning role needs to be refined to incorporate developments after its initial creation. Hence, an evolutionary model is proposed that depicts two stages that the boundary spanning role subsequently undergoes when the conditions for its initial creation are no longer present to justify its existence. Despite what we have termed “phantom threats,” boundary spanners are able to maintain their influence through astute management of information that portrays their continued usefulness. This phase however cannot last forever, and boundary spanners need to discover new threats. A review of the development and evolution of HRM in the U.S. supports the proposed model. Because each of the three stages are reflected in the communication patterns of the boundary spanner, several propositions based on the notion of information richness and the nature of the language used in communicating with three critical groups (i.e., external contacts, management, and subordinate staff) are generated to test the model. Finally, suggestions for research are made.