Developing a strategic internal audit‐human resource management relationship: a model and survey

Abstract

Presents a model for analyzing the potential for value creation of the internal audit (IA) function, the human resource management (HRM) function, and the IA‐HRM pairing. A survey of 161 chief audit executives indicated that virtually all IA functions are risk managing in their audit approaches, while a great majority of HRM clients are also moderately or strongly strategic in their outlook. Findings included that a productive working relationship was strongest when a risk m anaging IA function is paired with a strategic HRM function. Also, the IA planning process was found to be more strategic in the presence of the same pairing. Analysis of written examples of strategic findings related to HRM supplied by the respondents suggested that there may be a significant gap between auditors’ knowledge of strategic HRM practices as developed in the literature and their self‐reported examples. Future research should use both HRM and IA responses to reduce bias. Additonally, there is a need for case studies of the IA‐HRM partnership.

Citation

Hyland, M.M. and Verreault, D.A. (2003), "Developing a strategic internal audit‐human resource management relationship: a model and survey", Managerial Auditing Journal, Vol. 18 No. 6/7, pp. 465-477. https://doi.org/10.1108/02686900310482614