Abstract
Extends earlier work on the relationship between business process re‐engineering (BPR) and human resource management (HRM). The previous work examined how closely HRM practices in organisations which had undergone BPR matched what the literature suggested. Presents the commonalities that emerged with respect to HRM practices as a “typical” pattern, and a “vertical analysis” is carried out to compare the individual organisations studied with this pattern. Ten of the 11 organisations are found to fit the typical pattern very well, but the 11th is substantially different; examines the reasons why this might be.
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