Abstract
This research examines the intersection of organisational risk management and human resource responsibilities using the case of genetic mapping. Traditionally, risk management and human resource functions have operated in organisational isolation. In other words, these functional areas were not aware of each other's activities and their relative impact on the organisation as well as each other. Both areas have begun to adopt more strategic and holistic approaches to their areas of responsibilities. By discussing how genetic mapping is going to impact organisational human resource and risk management responsibilities, we illustrate how these activities must work together to maximise employee productivity while simultaneously minimising overall firm risk using a typology of both employer, employee and other stakeholder interests.
Published Version
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