To read the full version of this content please select one of the options below:

Strategic human resource management and knowledge workers: A case study of professional service firms

Stephen T.T. Teo (University of Western Sydney, Quakers Hill, Australia)
Bhavini Lakhani (School of Accounting, University of Technology Sydney, Broadway, Australia)
David Brown (School of Accounting, University of Technology Sydney, Broadway, Australia)
Teemu Malmi (Department of Accounting and Finance, Helsinki School of Economics, Helsinki, Finland)

Management Research News

ISSN: 0140-9174

Publication date: 18 July 2008

Abstract

Purpose

The purpose of this paper is to examine the impact of adopting a strategic approach to human resource management (HRM) in professional service firms (PSFs). It provides the empirical evidence by comparing and contrasting the adoption of a strategic approach to HRM in two Australian PSFs.

Design/methodology/approach

A qualitative case study approach is adopted. Data were collected from multiple sources. The secondary sources comprised annual reports, press releases and industry reports. In total, 40 semi‐structured interviews were conducted with senior partners, professional staff, HR managers and ex‐employees of the two firms.

Findings

The findings suggest that differences in the performance of PSFs could be explained by organizational control systems such as personnel and cultural controls. The qualitative data generated by the two PSF cases provided evidence to support the notion that strategic human resource management is an important factor in explaining firm performance. Our findings provide empirical support for the importance of strategic approaches to HRM.

Research limitations/implications

One limitation of this study is the adoption of case study method, the findings of which cannot be generalized to a wider population. Thus, the study provides only a limited body of accumulated knowledge. Future studies could adopt a longitudinal research design to test the relationships between HRM systems, control systems and firm performance.

Practical implications

To be competitive, PSFs must restructure their HRM functions to allow the department to participate in strategic decision‐making. HR departments in firms should also incorporate cultural and personnel controls as a way to achieve higher levels of firm performance.

Originality/value

The paper provides empirical evidence of how PSFs use HRM as a component of success.

Keywords

Citation

Teo, S.T.T., Lakhani, B., Brown, D. and Malmi, T. (2008), "Strategic human resource management and knowledge workers: A case study of professional service firms", Management Research News, Vol. 31 No. 9, pp. 683-696. https://doi.org/10.1108/01409170810898572

Publisher

:

Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited