Six Myths of Human Resource Management

Cam Caldwell, Verl Anderson


Introduction: For decades the Human Resource Management (HRM) strategic role has been viewed as limited in its effectiveness. Human Resource Professionals (HRPs) have been criticized for their lack of formal preparation – when that preparation even exists. According to Gomez-Mejia (2015) and colleagues, fewer than one-third of all HRPs have any academic preparation in HRM and most lack an understanding of the legal, professional, and technical principles of their profession.

Objective: The purpose of this paper is to focus on six myths about HRM and the role of HRPs that are frequently held by Top Management Team (TMT) members, business practitioners, and even many HRPs. The failure of so many HRPs and TMTs to recognize the fallacies in these myths is a cause of organizational dysfunction and undermines the ability of HRPs to be ethical stewards who serve and protect the best interests of their organizations.

Methods: The paper begins by briefly identifying seven key strategic functions of HRM in distinguishing the HRPs’ staff role in successful organizations.

Results: We describe the context of today’s challenging work environment in which HRPs perform their labors and identify six myths that plague the HRM profession and undermine the effectiveness of many modern organizations.

Conclusions: We conclude the paper with a challenge to TMT members and HRPs to raise the bar and increase the accountability of those who deliver HRM services within their organizations.

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Business and Management Research
ISSN 1927-6001 (Print)   ISSN 1927-601X (Online)

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