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This paper aims to define and clarify the nine criteria of an effective HR department, and it illustrates how these nine criteria deliver value across four distinct stages of an HR department.

This research is based on over 100,000 respondents from the HR competency study along with interviews and discussions with senior HR professionals in over 100 global 500 organizations across all industry sectors.

Many HR transformation efforts exclusively focus on how to organize the HR department. This paper argues that organizing and designing the right HR department is an important part of HR transformation, but focusing only on the HR department is a narrow focus of the overall effectiveness of HR. The overall effectiveness of the HR department consists of nine criteria that deliver value across four stages.

This paper provides HR professionals with a simple and practical framework to audit the overall effectiveness of the HR department by clarifying the nine criteria of an effective HR department that deliver value across four stages.

The main objectives of the present research were to: look at the strategic role‐played by the HR professionals at various stages of TQM implementation; identify precisely how do they operate as internal consultants; study the interface between HRD and other departments to support TQM; and uncover various human resources challenges associated with TQM implementation in the sample organization.

Data were collected both from the primary and secondary sources. The secondary data had been retrieved from the sources like the files, records, and documents, Annual Reports of the Company. Nevertheless, the analysis made is primarily based upon findings of the structured interview held with the senior executives of the HRD and Personnel Department, TQM‐ISO Cell, and other Supporting Departments, and trade unionist leaders.

The study finds out that the HR professionals helped out the top management in aligning HR and quality policies; formulating quality friendly policies, systems and procedures; crafting and communicating the TQM mission and vision; generating quality awareness among employees; get organized the organization as well as employees for TQM implementation; developing managerial support to quality action plans (QAPs); organizing quality workshops and TQM training programs; and shifting the conventional mind‐set of employees, etc. in the sample organization. They act as internal consultants to other departments in quality matters. Implementation of TQM in the company has engendered a number of HR challenges for instance, motivating knowledge workers, mobilizing key managerial personnel, obtaining employees satisfaction, overcoming communication barriers, resolving problems associated with PSU trappings and vastness of the organization, etc.

The study on its face appears to be limited as it is carried out in a single Indian organization, i.e. Rashtriya Ispat Nigam Limited/Vishakhapatnam Steel Plant. Thus, its findings cannot be generalized.

The study prescribes certain HR strategies to strengthen the TQM‐HRM bondage in the company.

The findings are very useful from the standpoint of HR professionals.

Human resource (HR) philosophy and an organization’s commitment to employees (OCE) are important components of a human resource management (HRM) system, yet the influences of these variables on the effectiveness of HRM implementation has been less evident. Similarly, few studies have examined the effect of intended and implemented HR practices on line managers’ perceptions of HR department effectiveness. The purpose of this paper is to examine how these factors could result in a positive evaluation of HR department effectiveness in Vietnam.

Study 1 consisted of 405 line managers and the authors used this sample to test the proposed research model. Study 2, comprising 192 line managers, was used to validate the findings from Study 1.

The authors found empirical evidence of how HR managers should leverage their relationships with line managers to enhance HR department effectiveness in a developing economy such as Vietnam.

As data were from line managers in one point in time, this study could be affected by common method bias. However, the authors conducted three common method variance checks and the analyses showed that this issue was not a major concern. Future studies could extend the sample of respondents by collecting information from CEOs, employees, and HR managers.

This study contributes to the extant literature empirical evidence of determinants of HR department effectiveness. First, the study shows the simultaneous impacts of HR philosophy and OCE on the actual implementation of HR practices. Second, the authors provide an understanding of line managers’ evaluation of HR department effectiveness through their experience with implemented HR practices.

The purpose of this paper is to analyse the role of human resources (HR) in organisational change at higher education institutions (HEIs) and the perceptions of those within the organisation towards the HR department and their capability in leading a change initiative.

The objectives were achieved through a case study in which an HR department at a British university was undergoing a cultural change initiative, implemented by the HR department. Primary research was collected by analysing documents underlying the change project. Also 12 semi‐structured interviews of 30‐40 minutes were carried out; interviewees were chosen based on the need to have a cross‐section including members of the change team and the pilot departments.

The HR departments at HEI may be faced with difficulties when attempting to implement change due to the relatively “new” nature of the function, meaning that they must first justify their position, worth and capability before attempting to gain the buy‐in of academic departments to implement a culture change in their departments.

More research could be carried out into a cross‐section of British universities with HR‐led change initiatives to broaden the data collection. Limitations in this research include the relatively small number of interviewees. A greater cross‐section of interviewees would have been beneficial.

The originality of this paper is in the relatively un‐discussed nature of the role of the HR department in change initiatives at HEI and how this could be improved, therefore this could be beneficial for HR departments in this sector.

The purpose of this paper is to investigate whether formal authority of the HR department has any impact on line managers’ evaluations of HR department effectiveness.

Two studies were conducted in Vietnam. Study 1 comprised a survey of 405 line managers to test the hypothesized model. Study 2 comprised a survey conducted with 155 line managers validated the findings from Study 1. Structural equation modeling and PROCESS macro were used to analyze the data.

Line managers’ perceptions of the HR department’s formal authority had a positive and indirect impact on HR department effectiveness through the HR department’s strategic involvement and influence. Public sector line managers tended to perceive their HR departments as possessing a higher level of formal authority than did their private sector counterparts.

This study extends the theory of political influence as it applies to the HR department. Specifically, the study provides empirical evidence of the influences of an organization’s political conditions on the perceptions of HR department effectiveness. This study also contributes to the extant literature on HRM in Vietnam by showing how Vietnam’s HR departments can utilize power and influence in accordance with specific ownership types.

Public sector HR managers could establish their formal authority among stakeholders as a way to enhance the recognition of HR department effectiveness. This can be done by relying on the presence of the traditional bureaucratic characteristics of the public sector which confer the HR department with formal authority.

The study contributes an understanding of the determinants of HR department effectiveness in the context of Vietnam. Research findings show that highly formal authority practices in the public sector affect the way line managers perceive the strategic involvement of the HR department. The more formal the authority, the more the public sector HR department is perceived to be involved in the strategic management process. Thus, formal authority is a prerequisite that public sector HR departments need to signal its importance among line managers. To have a long-term influencing role in the organization, the HR department in the public sector needs to develop its political and influencing skills. In contrast to this, the private sector HR department needs to develop a strategic partnership with line managers in order to increase its influence and perceived effectiveness.

The purpose of this paper is to develop a multistakeholder scale for assessing an excellent human resource (HR) function to demonstrate the extent to which it is focused on creating value from the perspective of its key internal and external stakeholders.

At the first stage, an in-depth literature review was conducted to extract the best practices for an excellent HR function. Then, to test the validation of the developed framework, it was sent to HR academics and practitioners in different countries. The survey responses were analyzed using the methods of the structural equation modeling (SEM) and confirmatory factorial analysis.

This study proposes an excellent HR multistakeholder assessment scale consisting of ten criteria based on the perceptions of internal and external HR stakeholders.

This study suggests a framework for assessing overall HR excellence based on the perceptions of key internal and external HR stakeholders. In addition, it is recommended that future researchers empirically test the developed scale across various industries and firm sizes.

HR managers, by using this framework, could continuously assess their HR excellence and compare their HR excellence with other companies’ HR excellence in the industry and then plan for continuous improvement in different HR areas to improve their stakeholders’ experiences.

This paper identifies the enablers and results of an excellent HR department and designs a multistakeholder feedback scale to better understand key internal and external HR stakeholders’ perceptions.

The purpose of this paper is to provide answers to four questions on building a better human resources (HR) department: why?, who?, what? and how?

The paper is based on the accumulated experience of the co-authors.

The paper finds that better HR departments create better organizations and will often do this by enabling better relationships between the people working in them. Developing the right relationships is also an increasingly important part of creating an effective HR organization.

Much attention has been spent on developing HR professionals. The authors also want to make HR departments better. This paper steers future research on HR effectiveness in this direction.

Senior HR leaders charged with improving their HR department may do so with the roadmap offered by the authors.

For businesses to receive full value from HR, it is very important to upgrade the quality of HR professionals. It is even more important to upgrade HR departments. This paper suggests how this can be done.

Under public sector reforms, HR departments are under increasing pressure to demonstrate how they add value to the organization. This paper seeks to contribute to our knowledge of HR functional roles in public sector organizations by considering how social capital may influence perceived HR department performance. Most prior research on HR functional performance has focused on what HR professionals do, rather than on how they do it, yet such process factors have been shown in the literature on organizational strategy to be crucial determinants of long‐term effectiveness. This paper aims to use the framework of social capital as a means of conceptualizing HR processes, and investigates how these are played out in an exploratory study.

The paper is based on four matched‐pair case studies in public sector organizations in the UK. A total of 77 interviews are conducted.

The research found that there appeared to be a link between HR social capital and perceptions of HR functional performance on the part of both HR staff and line managers.

This is a piece of case study based research in the UK public sector, and therefore the findings may not be generalizable. It would have been preferable to have had some hard metrics for HR department performance, but perceptual data was relied on instead. Further research is therefore recommended.

The implication for HR practitioners is that attention needs to be paid to the structural and relational dimensions of how the HR department operates, as well as to what it does, if it is to be regarded as effective.

This is a piece of original research on a topic that has received almost no prior attention. Previous research on the link between HRM and performance has focused almost exclusively on HR strategies and policies and has neglected process and implementation. This paper presents some evidence to show that HR processes in terms of social capital may be an important element.

The purpose of this study is to examine the involvement of the human resources (HR) department throughout the budgeting process and furthermore to investigate the use of budgets for motivation, communication, performance evaluation and control in the Greek business environment, from the perspective of the HR department managers.

Empirical evidence is based on the responses received from HR department managers in 100 Greek companies with a distinct HR department to a structured questionnaire.

Results suggest that the HR department has limited involvement in the budgeting procedures, which in turn could explain the limited use of budgets as a means of performance evaluation and communication from a HR management perspective. Nevertheless, both the size of the HR department and the number of employees have a positive effect on the HR management and budgeting interaction. The survey presented in this paper provides corroborative evidence that HR departments in Greece do not fully exploit the wide potential offered through budgeting as a means to achieve their goals.

The study contributes to the literature by analyzing the responses of HR department managers and their views towards the budgeting function from a HR management perspective in Greek companies.

To explore the strategic role of human resource management (HRM) in Turkey by comparing Turkish companies to Spanish and German companies.

The questionnaire form of the Cranet‐G 1999‐2000 Survey (Cranfield Network on Strategic International Human Resource Management) has been used to collect the data. The indicators of the strategic role of HRM for this study are the existence of an HR department and manager, representation of HR on the board of directors, the existence of an HR strategy, measurement of the HR department's performance, and the existence of several HR policies.

The variables indicating the strategic role of HRM are evaluated for the companies in the three countries via correspondence analysis. Overall, a broad conclusion can be drawn that a strategic role for HRM is widespread in Turkish companies. Moreover, there are signs of convergence between the companies in Turkey, Germany, and Spain on the strategic role of HRM.

This research, designed to explore the strategic role of HRM in Turkish companies, is limited to the variables in the Cranet‐G questionnaire.

This paper is about the strategic role of HRM in Turkey as a developing country and as a European Union candidate country where published research on HRM is relatively limited. It contributes to the growing literature on the changing role of HRM in Turkey by reporting an empirical study of the strategic role for HRM in Turkish companies.