The rise of human resource management (HRM) has been associated with a quest for more strategic influence and higher managerial status. Findings from the 2004 New Zealand Cranet Survey are used to evaluate these normative assumptions. There are indications of a growing awareness of ‘people issues’ and an increase in the influence of HRM practitioners on strategic decision-making and an improvement in their professional status. Formalized references to people and people management have been high and stable over time. However, formalized HRM strategies are less prevalent and there are still many organizations that do not have an HRM department. Furthermore, there has been no increase in the proportion of senior HR managers who have a place among the organization’s senior executives.
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