Search results
1 – 10 of over 8000Tanya Bondarouk, Eline Marsman and Marc Rekers
The goal of this chapter is to explore the requirements modern companies expect of HR professionals’ competences.
Abstract
Purpose
The goal of this chapter is to explore the requirements modern companies expect of HR professionals’ competences.
Design/Methodology/Approach
Departing from the widely acknowledged HR competence studies of Ulrich and associates, we extended them with the continuous learning competence profile and HR professionals’ individual job performance. The empirical study is built on open interviews with HR leaders of ten large Dutch companies.
Findings
The study offers a new set of HRM competences. This set includes six HRM profiles: Business Focus, Learning Focus, Strategic Focus, HR Technology, HR Delivery, and Personal Credibility. Several contingency factors are thought to play a role in supporting these HRM competences: company culture, strategy, size, sector, scope, and position of HR professionals.
Practical Implications
Based on these contributions, we recommended conducting a quantitative study to gain understanding of the relevance of the individual HRM job performance and to find associations between the HRM competences and the individual HRM job performance.
Originality/Value
The focus of this chapter is a combination of HRM competences and the individual job performance of HR professionals.
Details
Keywords
The Rank Organisation has been attempting to become focused on business needs by rethinking the roles and competences required by practitioners. Details the organization’s…
Abstract
The Rank Organisation has been attempting to become focused on business needs by rethinking the roles and competences required by practitioners. Details the organization’s background and system of management and human resource management. Concludes with a brief overview of future human resource requirements.
Details
Keywords
Tanya Bondarouk and Jan de Leede
Based on seven chapters in this volume and a broader literature review, we present a research agenda where research challenges are identified with the relevant research questions…
Abstract
Based on seven chapters in this volume and a broader literature review, we present a research agenda where research challenges are identified with the relevant research questions. In the second place, this chapter presents the implications of NWW for HR, in particular the required competences for HR-professionals. We elaborate on several research questions that, in our view, help to address challenges to advance our understanding of NWW. The need for more theory-driven research is stipulated, including some possible directions for appropriate methods, such as configurational analysis. we argue that it is essential for HR-professionals to know the required HR-competences for managing and coaching those who are involved in NWW-practices. This chapter provides crucial insights for these competences.
Details
Keywords
Malayka Klimchak, A.K. Ward Bartlett and William MacKenzie
The purpose of this study is to explore factors that help to determine employee trust in and affective commitment toward the organization.
Abstract
Purpose
The purpose of this study is to explore factors that help to determine employee trust in and affective commitment toward the organization.
Design/methodology/approach
Data for this study were collected using surveys administered to employees of a company located in the southeastern United States. The final sample included 391 matched supervisor–subordinate dyads.
Findings
We found organizational signals of trustworthiness led to affective commitment through increased levels of employee trust. Employees and supervisors who perceived HR professionals to be competent, who felt organizational information distributions were of high quality and who felt the organization disclosed relevant information exhibited higher levels of trust in the organization. Employees showed higher affective commitment when they trusted the organization. We found that supervisor trust directly impacted subordinate affective commitment as well.
Originality/value
These findings help extend signaling theory from the attraction of employees to their retention and help researchers and practitioners alike to understand the organizational trust- and commitment-building process.
Details
Keywords
François L'Écuyer, Louis Raymond, Bruno Fabi and Sylvestre Uwizeyemungu
Within the manufacturing sector, small- and medium-sized enterprises (SMEs) face specific challenges with regard to their strategic HRM capabilities. In this context, an emerging…
Abstract
Purpose
Within the manufacturing sector, small- and medium-sized enterprises (SMEs) face specific challenges with regard to their strategic HRM capabilities. In this context, an emerging issue for both researchers and practitioners regards HR information systems (HRIS), i.e. the deployment of strategic IT capabilities to enable the firm’s high-performance work system (HPWS) capabilities and thus improve the performance of its HR function. The purpose of this paper is to address this issue by using a capability-based mediation perspective to study the strategic alignment of HR and IT.
Design/methodology/approach
A survey study of 206 manufacturing SMEs was realized and the data thus obtained was analyzed through structural equation modeling.
Findings
Results confirm that the HRIS capabilities of SMEs influence the performance of the HR function through their strategic alignment with the HPWS capabilities of these enterprises.
Practical implications
The results suggest that the manufacturing SMEs most active in developing their HRIS capabilities while developing their HPWS capabilities are most likely to develop a competitive advantage through the improved performance of their HR function. This is especially important in a time when firms of all sizes across the globe are waging a “war for talent,” and are enabled to do so by their strategic use of IT.
Originality/value
The results of the study constitute a valid basis for prediction and prescription with regards to the strategic alignment of human and IT resources.
Details
Keywords
Rūta Kazlauskaitė and Ilona Bučiūnienė
The purpose of this paper is to provide an overview of past and current developments in human resource (HR) function in Lithuania.
Abstract
Purpose
The purpose of this paper is to provide an overview of past and current developments in human resource (HR) function in Lithuania.
Design/methodology/approach
The paper discusses the antecedents of HR function developments in Lithuania through an analysis of the country's demographic, economic, legal and cultural environments and historical human resource management (HRM) developments. Current HR function status is shown through findings of an HR manager/specialist survey conducted at 119 medium‐ and large‐sized organisations, which was part of the 2008‐2009 Cranet survey.
Findings
The majority of organisations have HRM departments and an HR strategy, and in about half HR is represented on the board and is involved to some extent in business strategy development. HR responsibility is shared by line management and HR function. About 90 per cent of organisations have a mission statement and a business strategy. Trade union power is currently low due to historic and political reasons; however, findings show that it is gaining more status. About half of the organisations have developed corporate social responsibility policies, though few offer non‐statutory social welfare schemes. Reward individualisation is higher among private‐sector employers. Downward communication is used to a considerable extent by both private and public organisations, while upward communication is more extensively practised by private‐sector organisations.
Practical implications
The paper discloses current HR function developments in Lithuania based on its historical heritage, antecedents in macro/micro environments and empirical data, which provide valuable insights for local organisations and foreign investors into current HRM status.
Originality/value
The paper discloses the influences on HR function developments and their current status in Lithuania, which are still under‐researched in the country, and contributes to HRM research in the Central and East Europe region.
Details
Keywords
Tanya Bondarouk, Jan Kees Looise and Bart Lempsink
The purpose of this paper is to present the concept of human resource management (HRM) frames, to identify frame domains, and to explore their role in implementing HRM innovation…
Abstract
Purpose
The purpose of this paper is to present the concept of human resource management (HRM) frames, to identify frame domains, and to explore their role in implementing HRM innovation. HRM innovation implementation is considered through the theoretical lens of social cognitive theory, and defined as a process for achieving the appropriate and committed use of HRM innovation by targeted employees.
Design/methodology/approach
An explorative case study in a construction company is conducted to illustrate the role of HRM frames in the implementation of HRM innovations. Interviews are held with 21 line managers and human resource (HR) specialists, and intensive document analysis added further data. Respondents described their understanding, assumptions and expectations of a new HRM programme, which enabled analysis of the contents of interview transcripts.
Findings
Four HRM frame domains are identified: strategic motivation, essence of HRM innovation, HRM innovation‐in‐practice and ownership. Where the HRM frames are significantly different, difficulties and conflicts in HRM innovation implementation are observed. Empirical findings illustrated how the nature, value and reasons behind the HRM innovation are interpreted by HR specialists and line managers, and that incongruent frames resulted in outcomes that deviated from those expected.
Originality/value
This paper takes a process‐based approach and considers the implementation of HRM in organisations rather than focusing on factor‐based research into HRM practices. It shows how the implementation of HRM is constructed through social‐cognitive interpretations by organisational members.
Details
Keywords
This paper aims to examine the future contribution of human resources (HR) in three areas: first, the evolution of four waves of HR value creation leading to an outside-in focus…
Abstract
Purpose
This paper aims to examine the future contribution of human resources (HR) in three areas: first, the evolution of four waves of HR value creation leading to an outside-in focus. Second, HR insights about individual competence (talent), leadership and organization capabilities (culture). Third, creating more effective HR departments and upgrading HR professionals.
Design/methodology/approach
The author, Dave Ulrich, has worked extensively on HR theory, research and practice. This paper synthesizes and extends his (and others’) thinking about HR’s evolving contributions.
Findings
HR is not about HR, but about helping an organization succeed in the marketplace through talent, leadership and organization. HR departments can be assessed and improved based on nine dimensions and HR professionals can recognize and master competencies that help them deliver value.
Originality/value
Reading should come away recognize where HR can continue to contribute to individual and organizational success through thinking outside in, delivering HR agenda (talent, leadership and organization), and improving the HR department and upgrading HR professionals.
Details
Keywords
Dave Ulrich, Jon Younger, Wayne Brockbank and Mike Ulrich
This article aims to describe partial results of the 2012 Global Human Resources Competency Study (HRCS), led by the RBL Group and the Ross School of Business, University of…
Abstract
Purpose
This article aims to describe partial results of the 2012 Global Human Resources Competency Study (HRCS), led by the RBL Group and the Ross School of Business, University of Michigan.
Design/methodology/approach
Over the past 25 years, this ongoing research project has provided the most global, comprehensive, and empirical identification of the competencies expected of HR professionals, and the impact of these competencies on both individual HR professional effectiveness and business performance.
Findings
This article points out a number of the key findings of the research – including the six fundamental competency domains that HR professionals must demonstrate to impact business performance – and identifies implications of the study findings for HR talent planning, assessment and development.
Originality/value
HRCS findings have influenced thousands of HR departments, from global giants to smaller organizations in every continent.
Details
Keywords
Celina Sołek-Borowska and Joanna Tabor-Błażewicz
Despite more than 50 years of research into gender and work, the impact of women occupying managerial positions persists to be under-represented in mainstream human resource…
Abstract
Purpose
Despite more than 50 years of research into gender and work, the impact of women occupying managerial positions persists to be under-represented in mainstream human resource management (HRM) literature. The purpose of this article is to identify and explore the perceptions of women who decided to choose their career path either in IT or HR positions to explore their motivation, career strategies and success factors.
Design/methodology/approach
Twenty semi-structured interviews were conducted with women occupying either IT or HR managerial positions. The study included two datasets: (1) women representing managerial positions in IT and (2) women representing managerial positions in HR.
Findings
Women holding HR managerial positions took action to achieve the intended position in their dream industry since their studies. On the contrary, the choice of the IT industry was one undertaken by candidates with no previous IT experience. Because the IT sector is dominated by men, women in these positions still had to prove their competences.
Research limitations/implications
The research showed that women cannot be ignored in the science, technology, engineering and mathematics (STEM) industry, and they prove a valuable resource for managerial positions in IT or HR departments in many sectors.
Originality/value
The research underpinned a new boundaryless career model for both HR and IT positions.
Details