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Beletskiy A, Fey CF. HR
ambidexterity and absorptive capacities: A paradox‐based approach to
HRM
capabilities and practice adoption in
MNC
subsidiaries. HUMAN RESOURCE MANAGEMENT 2020. [DOI: 10.1002/hrm.22039] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/11/2022]
Affiliation(s)
- Anton Beletskiy
- Department of Management and Organization Hanken School of Economics Helsinki Finland
| | - Carl F. Fey
- Department of Management Studies Aalto University School of Business Espoo Finland
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Garavan TN, Heneghan S, O’Brien F, Gubbins C, Lai Y, Carbery R, Duggan J, Lannon R, Sheehan M, Grant K. L&D professionals in organisations: much ambition, unfilled promise. EUROPEAN JOURNAL OF TRAINING AND DEVELOPMENT 2019. [DOI: 10.1108/ejtd-09-2019-0166] [Citation(s) in RCA: 8] [Impact Index Per Article: 1.6] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
This monograph reports on the strategic and operational roles of learning and development (L&D) professionals in Irish, UK European and US organisations including multinational corporations, small to medium enterprises, the public sector and not for profit organisations. This paper aims to investigate the contextual factors influencing L&D roles in organisations, the strategic and operational roles that L&D professionals play in organisations, the competencies and career trajectories of L&D professionals, the perceptions of multiple internal stakeholders of the effectiveness of L&D roles and the relationships between context, L&D roles, competencies/expertise and perceived organisational effectiveness.
Design/methodology/approach
The study findings are based on the use of multiple methods. The authors gathered data from executives, senior managers, line managers, employee and L&D professionals using multiple methods: a survey (n = 440), Delphi study (n = 125) and semi-structured interviews (n = 30).
Findings
The analysis revealed that L&D professionals increasingly respond to a multiplicity of external and internal contextual influences and internal stakeholders perceived the effectiveness of L&D professionals differently with significant gaps in perceptions of what L&D contributes to organisational effectiveness. L&D professionals perform both strategic and operational roles in organisations and they progress through four career levels. Each L&D role and career level requires a distinct and unique set of foundational competencies and L&D expertise. The authors found that different contextual predictors were important in explaining the perceived effectiveness of L&D roles and the importance attached to different foundational competencies and areas of L&D expertise.
Originality/value
This is one of the few studies to have investigated the L&D professional role in organisations from the perspective of multiple stakeholders using multiple research methods.
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Szierbowski-Seibel K, Wach BA, Kabst R. The Collaboration of Human Resource Management and Line Management–An International Comparison. ORGANIZATION MANAGEMENT JOURNAL 2019. [DOI: 10.1080/15416518.2019.1679076] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/25/2022]
Affiliation(s)
| | | | - Rüdiger Kabst
- Management, Paderborn University, Paderborn, Germany
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Keegan A, Bitterling I, Sylva H, Hoeksema L. Organizing the HRM function: Responses to paradoxes, variety, and dynamism. HUMAN RESOURCE MANAGEMENT 2017. [DOI: 10.1002/hrm.21893] [Citation(s) in RCA: 19] [Impact Index Per Article: 2.7] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/07/2022]
Affiliation(s)
| | | | | | - Ludwig Hoeksema
- Faculty of Economics and Business Administration, VU Amsterdam; Netherlands
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5
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The strategic and cultural legitimacy of HR professionalization in Hong Kong. ASIA PACIFIC JOURNAL OF MANAGEMENT 2017. [DOI: 10.1007/s10490-017-9547-7] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
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6
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McDermott AM, Fitzgerald L, Van Gestel NM, Keating MA. From Bipartite to Tripartite Devolved HRM in Professional Service Contexts: Evidence from Hospitals in Three Countries. HUMAN RESOURCE MANAGEMENT 2015. [DOI: 10.1002/hrm.21728] [Citation(s) in RCA: 18] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/06/2022]
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7
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Lo K, Macky K, Pio E. The HR competency requirements for strategic and functional HR practitioners. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2015. [DOI: 10.1080/09585192.2015.1021827] [Citation(s) in RCA: 13] [Impact Index Per Article: 1.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/23/2022]
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8
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Alagaraja M, Cumberland DM, Choi N. The mediating role of leadership and people management practices on HRD and organizational performance. HUMAN RESOURCE DEVELOPMENT INTERNATIONAL 2015. [DOI: 10.1080/13678868.2014.997139] [Citation(s) in RCA: 15] [Impact Index Per Article: 1.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/24/2022]
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9
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Sanders K, Shipton H, Gomes JFS. Guest Editors’ Introduction: Is the HRM Process Important? Past, Current, and Future Challenges. HUMAN RESOURCE MANAGEMENT 2014. [DOI: 10.1002/hrm.21644] [Citation(s) in RCA: 91] [Impact Index Per Article: 9.1] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/07/2022]
Affiliation(s)
- Karin Sanders
- School of Management of the Australian School of Business at the University of New South Wales; Sydney Australia
| | - Helen Shipton
- Nottingham Business School at Nottingham Trent University; United Kingdom
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Piening EP, Baluch AM, Ridder HG. Mind the Intended-Implemented Gap: Understanding Employees’ Perceptions of HRM. HUMAN RESOURCE MANAGEMENT 2014. [DOI: 10.1002/hrm.21605] [Citation(s) in RCA: 93] [Impact Index Per Article: 9.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/12/2022]
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11
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Mamman A, Al Kulaiby KZ. Is Ulrich's model useful in understanding HR practitioners' roles in non-western developing countries? An exploratory investigation across private and public sector organizations in the Sultanate Kingdom of Oman. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2014. [DOI: 10.1080/09585192.2014.914053] [Citation(s) in RCA: 11] [Impact Index Per Article: 1.1] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/25/2022]
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12
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Van Gramberg B, Teicher J, O'Rourke A. Managing electronic communications: a new challenge for human resource managers. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2014. [DOI: 10.1080/09585192.2013.872166] [Citation(s) in RCA: 12] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/25/2022]
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13
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Nguyen D, Teo S, Mylett T. An Exploration of the Roles of HR Departments in Vietnam. JOURNAL OF GENERAL MANAGEMENT 2013. [DOI: 10.1177/030630701303900205] [Citation(s) in RCA: 8] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
This study explores the roles of human resource departments in Vietnam. Semi-structured interviews were conducted with 15 human resource and line managers. Data were analysed using the repertory grid approach. There was divergence in the roles performed by human resource departments between foreign and local enterprises. The role framework of human resources developed in Western economies was perceived to be present in foreign investment enterprises, but not identified in privately-owned enterprises. Human resource departments in privately-owned organisations were perceived to be more administratively-oriented. In addition, the present study supports the notion that multiple stakeholders perceive differently the strategic and value-added role of human resource departments in organisations.
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Affiliation(s)
- Diep Nguyen
- University of Economics, Ho Chi Minh City, Vietnam
| | - Stephen Teo
- HRM and Deputy Director of the New Zealand Work Research Institute, AUT University, New Zealand
| | - Terri Mylett
- Employment Relations at the School of Business, University of Western Sydney, Australia
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Mamman A, Somantri Y. What role do HR practitioners play in developing countries: an exploratory study in an Indonesian organization undergoing major transformation. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2013. [DOI: 10.1080/09585192.2013.837089] [Citation(s) in RCA: 4] [Impact Index Per Article: 0.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/26/2022]
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15
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Kramar R. Beyond strategic human resource management: is sustainable human resource management the next approach? INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2013. [DOI: 10.1080/09585192.2013.816863] [Citation(s) in RCA: 237] [Impact Index Per Article: 21.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/26/2022]
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De Winne S, Delmotte J, Gilbert C, Sels L. Comparing and explaining HR department effectiveness assessments: evidence from line managers and trade union representatives. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2013. [DOI: 10.1080/09585192.2012.725069] [Citation(s) in RCA: 9] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/27/2022]
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17
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McCracken M, McIvor R. Transforming the HR function through outsourced shared services: insights from the public sector. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2013. [DOI: 10.1080/09585192.2012.725070] [Citation(s) in RCA: 12] [Impact Index Per Article: 1.1] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/27/2022]
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18
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Chow IHS, Teo STT, Chew IKH. HRM systems and firm performance: The mediation role of strategic orientation. ASIA PACIFIC JOURNAL OF MANAGEMENT 2012. [DOI: 10.1007/s10490-012-9288-6] [Citation(s) in RCA: 18] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/28/2022]
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Ridder HG, Baluch AM, Piening EP. The whole is more than the sum of its parts? How HRM is configured in nonprofit organizations and why it matters. HUMAN RESOURCE MANAGEMENT REVIEW 2012. [DOI: 10.1016/j.hrmr.2011.11.001] [Citation(s) in RCA: 35] [Impact Index Per Article: 2.9] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/11/2023]
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Brandl J, Pohler D. The human resource department's role and conditions that affect its development: Explanations from Austrian CEOs. HUMAN RESOURCE MANAGEMENT 2010. [DOI: 10.1002/hrm.20392] [Citation(s) in RCA: 32] [Impact Index Per Article: 2.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/08/2022]
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Young S, Bartram T, Stanton P, Leggat SG. High performance work systems and employee well‐being. J Health Organ Manag 2010; 24:182-99. [DOI: 10.1108/14777261011047345] [Citation(s) in RCA: 28] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/24/2022]
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Stanton P, Young S, Bartram T, Leggat S. Singing the same song: translating HRM messages across management hierarchies in Australian hospitals. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2010. [DOI: 10.1080/09585191003612075] [Citation(s) in RCA: 89] [Impact Index Per Article: 6.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/19/2022]
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