This paper presents a viewpoint on the contentious issue of why HRM staff in New Zealand do not seem to be part of top management groupings which
are concerned with strategic issues. The impact of a preoccupation with gaining
professional status throughout the short history of HRM in New Zealand is examined.
The personal attributes of those engaged in HRM work are examined to see if they
contribute to a credibility gap. Empirical findings concerning issues of current concern
to HRM people are presented and demonstrate a non-strategic orientation. The
personal consequences of role conflict and role ambiguity and lack of power have
been studied and are briefly presented in this paper.
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