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Article
Publication date: 8 February 2011

Choi Sang Long, Wan Khairuzzaman Wan Ismail and Salmiah Mohd Amin

The purpose of this study is to understand the relationship between the role of internal consultant and role of the HR practitioners in the manufacturing companies of Malaysia.

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Abstract

Purpose

The purpose of this study is to understand the relationship between the role of internal consultant and role of the HR practitioners in the manufacturing companies of Malaysia.

Design/methodology/approach

Three main elements in the competency of internal consultation are measured. They are: knowledge in the area of project management; internal coaching ability; and the ability to be a solution provider.

Findings

The HR practitioner needs to overcome many barriers to reach the ultimate goal of becoming a strategic partner in his or her organisation. The findings suggest that the HR executive that understands business strategy is more likely to develop HR processes and procedures that support the implementation of a business strategy and are therefore, better able to involve themselves in organisational development activities on a deeper level.

Research limitations/implications

This study by its very nature is limited by virtue of its having been carried out only on manufacturing companies in Johor, the Southern‐most state of Malaysia. Thus, its findings cannot be generalised. The number of respondents in this study was relatively small (89) and does not fully represent the thousands of HR managers employed by manufacturers in Malaysia.

Practical implications

Even though the findings cannot be used to reflect the overall HR competency of internal consultation in Malaysia, it does serve as an exploratory study that can be expanded more broadly in the future.

Originality/value

The paper can help HR professionals to look more perceptively into the expectations of their CEOs concerning their role as HR practitioners and will be of interest to those working in that area.

Details

Journal of Management Development, vol. 30 no. 2
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 26 November 2018

Aminu Mamman, Christopher J. Rees, Rhoda Bakuwa, Mohamed Branine and Ken Kamoche

In recognising the weakness of trade unions and the lack of an institutional framework designed to enforce employee rights in an African context, the purpose of this paper…

Abstract

Purpose

In recognising the weakness of trade unions and the lack of an institutional framework designed to enforce employee rights in an African context, the purpose of this paper is to examine the extent to which human resource (HR) practitioners are perceived to play the role of employee advocate.

Design/methodology/approach

The quantitative data set is derived from a sample of 305 respondents (95 HR practitioners, 121 line managers and 89 employees) from Malawi.

Findings

Despite the challenges of the context, HR practitioners are perceived by key stakeholders (including line managers and employees) to be playing the role of employee advocate. Standard multiple regression results indicate that the main factor contributing to the perception that HR practitioners are playing this role is their contribution to “motivating employees”.

Research limitations/implications

The study was conducted in Malawi. Further research is necessary to explore the generalisability of the findings to other contexts.

Originality/value

The findings provide an empirical base for future studies which explore perceptions of the employee advocacy role undertaken by HR practitioners in Africa.

Details

Employee Relations, vol. 41 no. 1
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 6 November 2017

Ronit Nadiv, Aviad Raz and Shani Kuna

Based on the human resources (HR) role framework (Conner and Ulrich, 1996), the purpose of this paper is to empirically explore why HR practitioners differ in their…

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Abstract

Purpose

Based on the human resources (HR) role framework (Conner and Ulrich, 1996), the purpose of this paper is to empirically explore why HR practitioners differ in their strategic partner role positioning. The present study suggests and tests a descriptive model regarding occupational and organizational characteristics associated with strategic HR role positioning.

Design/methodology/approach

In all, 100 questionnaires were collected from Israeli HR practitioners. Hierarchical regressions were used to test the association between occupational and organizational characteristics and the strategic role perception among HR practitioners.

Findings

Although the findings only partially supported the suggested model, significant associations between occupational and organizational characteristics and HR strategic positioning were found. HR practitioners in volatile organizational environments adopt a strategic role perception. Moreover, years of experience are also associated with an HR strategic role perception. Specifically, the major predictors of attaining a strategic partner role amongst HR practitioners are location of organizational activities mainly in the metropolitan area, and involvement in major organizational changes.

Research limitations/implications

The sample had a positive bias of respondents. Questionnaires were delivered mainly to highly educated HR practitioners in notably professional HR departments. Data were based on self-reported one-time questionnaires.

Practical implications

The research has implications for the processes of academic education and professional training of HR practitioners and also their recruitment in organizations.

Originality/value

To the best of the authors’ knowledge, recent studies aimed at exploring sources of variance in the strategic role perception amongst HR practitioners are rather scarce. This research helps to address this gap, while also broadening the literature regarding HR communities in the Middle East.

Details

Employee Relations, vol. 39 no. 7
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 31 May 2018

Shani Kuna and Ronit Nadiv

Understanding occupational boundaries is vital in the contemporary economy, in which knowledge-based work is a central feature. The purpose of this paper is to identify…

Abstract

Purpose

Understanding occupational boundaries is vital in the contemporary economy, in which knowledge-based work is a central feature. The purpose of this paper is to identify and decipher boundary work which affects the cooperation and demarcation between human resource (HR) managers and external organization development (OD) practitioners during organization change processes.

Design/methodology/approach

Data are based on in-depth interviews with HR managers and external OD practitioners in the Israeli business sector.

Findings

Encounters between HR managers and external OD practitioners are potentially volatile given mutual experiences of occupational threat. Three distinct patterns of boundary work for negotiating OD-HR jurisdiction are identified. These yield differential occupational and organizational outcomes.

Research limitations/implications

This study is based on a medium-sized sample of practitioners of HRM and OD in the Israeli business sector. The data focused on one-sided descriptions of occupational relations.

Practical implications

The findings shed light on boundary work associated with fruitful HRM-OD partnerships. This may greatly advance the success of costly organization change and development interventions which demand the collaboration of both parties. Implications are offered regarding the academic education and practical daily management of both groups of practitioners.

Originality/value

Despite their growing relevance, empirical investigations of daily HRM-OD interfaces are scarce. This exploratory research addresses this gap in the literature and offers theoretical and practical insights.

Details

Employee Relations, vol. 40 no. 5
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 6 November 2017

Vishwas Maheshwari, Priya Gunesh, George Lodorfos and Anastasia Konstantopoulou

The latest research in the field of employer branding highlights a mix of marketing principles and recruitment practices, based on the concept that, just as customers have…

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Abstract

Purpose

The latest research in the field of employer branding highlights a mix of marketing principles and recruitment practices, based on the concept that, just as customers have perceptions of an organisation’s brand, then so do other stakeholders including employees. However, the emphasis has been on organisations, which predominantly operate in developed countries typically with Westernised-individualistic cultures. This paper aims to investigate employer branding for service organisations’ image and attraction as an employer in a non-Western culture.

Design/methodology/approach

This study examines the perceptions of human resources’ professionals and practitioners on the role of employer branding in employer attractiveness and talent management, within Mauritian banking sector. The data collection for this qualitative study involved semi-structured interviews with senior managers from Mauritian banking organisations, including multinational enterprises, small business unit banks and Mauritian banks.

Findings

Analysis of the findings showed that organisations, and banks in this case, are increasingly competing to attract highly skilled personnel in various professional areas; therefore, those organisations that attract the best talent will have a distinct edge in the marketplace. Furthermore, findings from the semi-structured interviews with senior managers suggest that employer branding remains at the embryonic stage within the Mauritian banking sector; therefore, a clear need exists for a more developed strategy.

Research limitations/implications

The outcomes of this study call for re-engineering with regards to managerial collaboration in organisations for the successful design and implementation of the employer branding strategy. The empirical findings from the Mauritian banking sector show that the strategic position occupied by the human resource function is still at an embryonic stage as regards with the competitiveness of banks as service organisations.

Practical implications

The study presents a need for the development and maintenance of long-term collaborative and trust-based relationships between the human resource and marketing functions.

Originality/value

The insights provided through this study addresses the dearth of academic research on employer branding on the African continent while providing invaluable information from a human resource professional perspective.

Details

International Journal of Organizational Analysis, vol. 25 no. 5
Type: Research Article
ISSN: 1934-8835

Keywords

Open Access
Article
Publication date: 5 June 2017

Jorrit van der Togt and Thomas Hedegaard Rasmussen

Sharing a practitioner perspective on the current value, challenges and future direction of HR analytics, from experience in a Fortune 500 company, to contribute to the…

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Abstract

Purpose

Sharing a practitioner perspective on the current value, challenges and future direction of HR analytics, from experience in a Fortune 500 company, to contribute to the development of the field in practice and academia. The paper aims to discuss this issue.

Design/methodology/approach

Perspective/position paper with practical findings.

Findings

HR analytics – i.e., applied management/OE science – clearly adds value when a number of pre-conditions are met. The value goes beyond talent outcomes, and applies to profits, cyber security, safety, and other outcomes.

Practical implications

HR/OE practitioners and academia should continue to work together, and consider both clear monetary value and change management when working toward evidence-based HR and evidence-based management.

Social implications

The approach increases the impact of for- and non-profit organizations, giving higher impact at lower cost, via more efficient and effective use of human capital and also removes biases present in approaches that are not evidence-based.

Originality/value

Few very large companies have shared their experiences building up HR analytics, and this paper does exactly that from a large company that has invested heavily in HR analytics and is considered a front-runner globally (Shell). This showcases to practitioners and researchers what HR analytics can be, provided proper investments are made, and practitioners and researchers work together – i.e., what the impact of HR analytics is and what the challenges and pitfalls are.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 4 no. 2
Type: Research Article
ISSN: 2051-6614

Keywords

Book part
Publication date: 7 November 2017

Donnalyn Pompper

The time is right for renewed and updated attention to the relationship between public relations (PR) and human resources (HR) departments in the context of corporate…

Abstract

The time is right for renewed and updated attention to the relationship between public relations (PR) and human resources (HR) departments in the context of corporate social responsibility (CSR) and sustainability. For too long, conflict between the two practice areas has obscured opportunities for collaboration which benefits organizations and stakeholders. This chapter offers theoretical underpinnings for examining an interdepartmental, cross-unit working relationship between HR and PR – and advances a vision for why it is needed now.

Details

Corporate Social Responsibility, Sustainability, and Ethical Public Relations
Type: Book
ISBN: 978-1-78714-585-6

Keywords

Book part
Publication date: 16 November 2020

Tobias Rex, Sudeshna Bhattacharya, Kanimozhi Narayanan and Pawan Budhwar

Human resource analytics (HRA) is a practice that is emerging within the human resources function. This chapter aims to provide an overview of the knowledge that currently…

Abstract

Human resource analytics (HRA) is a practice that is emerging within the human resources function. This chapter aims to provide an overview of the knowledge that currently exists about HRA and to identify facilitators and restraints of using HRA. Based on both emerging trends in the literature and in-depth interviews with key practitioners in the field, the authors deduce recommendations for organisations to effectively employ HRA. The analysis shows that HRA is ready to add value towards organisational effectiveness, although barriers exist in realising its potential for the same. Facilitators of HRA include the right set of competencies, with relationship building identified as especially important.

Details

Human & Technological Resource Management (HTRM): New Insights into Revolution 4.0
Type: Book
ISBN: 978-1-83867-224-9

Keywords

Book part
Publication date: 19 August 2021

Kristine M. Kuhn, Jeroen Meijerink and Anne Keegan

This work examines the intersection between traditional human resource management and the novel employment arrangements of the expanding gig economy. While there is a…

Abstract

This work examines the intersection between traditional human resource management and the novel employment arrangements of the expanding gig economy. While there is a substantial multidisciplinary literature on the digital platform labor phenomenon, it has been largely centered on the experiences of gig workers. As digital labor platforms continue to grow and specialize, more managers, executives, and human resource practitioners will need to make decisions about whether and how to utilize gig workers. Here the authors explore and interrogate the unique features of human resource management (HRM) activities in the context of digital labor platforms. The authors discuss challenges and opportunities regarding (1) HRM in organizations that outsource labor needs to external labor platforms, (2) HRM functions within digital labor platform firms, and (3) HRM policies and practices for organizations that develop their own spin-off digital labor platform. To foster a more nuanced understanding of work in the gig economy, the authors identify common themes across these contexts, highlight knowledge gaps, offer recommendations for future research, and outline pathways for collecting empirical data on HRM in the gig economy.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-80117-430-5

Keywords

Book part
Publication date: 19 September 2022

Eva Gallardo-Gallardo and Marian Thunnissen

Conducting relevant research is a cornerstone of good academic practice. However, considering academics and practitioners’ divergent paradigms and social systems, it is…

Abstract

Conducting relevant research is a cornerstone of good academic practice. However, considering academics and practitioners’ divergent paradigms and social systems, it is challenging to undertake impactful research. Indeed, the research–practice gap remains an essential issue in human resource management research. There have been several calls for translating research for dissemination, making it more societally relevant, and beginning conversations and activities that move beyond the confines of the academic context. In fact, research on talent management (TM) has been accused of lagging in offering organizations vision and direction. Understanding the perceived causes and potential solutions for relevant problems is a real need to successfully narrow the TM research–practice gap. Thus, the purpose of this chapter is to offer an in-depth discussion on the research–practice gap in TM. To do so, we first identify the critical dimensions of research relevance that will help us to ground our discussion regarding the applicability of current academic TM research. By doing this, we seek to understand better what is happening with TM research, which should then help provide insights into how its practical impact can be improved.

Details

Talent Management: A Decade of Developments
Type: Book
ISBN: 978-1-80117-835-8

Keywords

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