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Der Begriff der Human-Resources-Governance (HR-Governance) bezeichnet den normativen Rahmen für das Personalmanagement sowie dessen Überwachung. Erst eine Begriffsschärfung und konzeptionelle Abgrenzung zu den Konstrukten Management, Corporate Governance und Personalmanagement verschafft dem Konzept wissenschaftliche und praktische Relevanz. Konsistent und präzise bestimmt, trägt es zu einem besseren Verständnis der Corporate Governance insgesamt bei und bietet einen vielversprechenden Ansatzpunkt für die Steuerung der Personalführung in Organisationen.
HR governance is a relatively new construct that has been drawing increased attention lately. As a part of corporate governance, it represents the internal and external normative framework for human resource management and its supervision in organizations. This book theoretically integrates HR governance with the related domains of corporate governance, corporate management, HR management and leadership. It thereby provides scholars and practitioners in the field with a precisely delineated system of theoretical concepts for their work and helps to convert them into research questions as well as practical concepts. By interpreting the new ISO 30408 norm on human governance and by reflecting recent developments, the book helps to implement company-specific HR governance systems and to comply with current and future HR regulations.
The concept of management is well established and very familiar to scholars and practitioners alike. However, it is also very vague, with traditional text book definitions containing almost no concrete characteristics. This chapter aims at developing a more precise definition of management that clearly and fully captures the meaning and the content of the term. This is done by conducting a broad survey of literature and subjecting the main elements to critical analysis. Essential new definitory elements are also conceptualized. As a result, we suggest that management is a steering influence on market, production and/or resource operations in an organization and its units that may address both people and non-people issues and is exerted by multiple organizational actors through either anticipatory norm-setting or situational intervention with the aim of achieving the unit’s objectives.
The relatively new construct of HR governance has been drawing increased attention with the publishing of ISO 30408. Conceptually, it must be a part of corporate governance, but since both concepts are outlined remarkably vaguely in literature it is still unclear how they might interrelate. Hence, this chapter aims at developing a precise definition that consistently integrates HR governance with corporate governance, management and HR management. Conceptual considerations based on the extant literature lead us to suggest that HR governance may best be defined as the internal and external behavior framework for multiple actors’ human resource management and its control in a corporation and its units, which consists of formalized norms and is itself the result of multiple stakeholders’ constitutive influence. This new definition should help scholars begin to construct theories on HR governance and study them empirically. In a practical sense, it should prove useful e.g. to managers and HR specialists shaping corporate models of human resource management and leadership, to branch regulators restructuring HR requirements, and to investors evaluating possible engagements.
Der Governance-Begriff wird zunehmend breit und heterogen verwendet. Trotz der anhaltenden Prominenz des Themenfeldes findet sich eine erstaunliche konzeptionelle Unklarheit hinsichtlich der genauen Bedeutung und Abgrenzung von Corporate Governance. Aufbauend auf einer Untersuchung bisheriger Begriffsverwendungen wird und eine zweckmäßige Definition erarbeitet. Diese erlaubt auch die Integration neuer Konzepte wie HR Governance und weitet so den Blick über den bisher dominierenden Fokus der Governance-Diskussion hinaus.