Book

Human Resource Champions: The Next Agenda for Adding Value and Delivering Results

Authors:

Abstract

For companies striving to meet the competitive challenges of today and tomorrow - including globalization, technology, profitability through growth, and capacity for change - the management of human resources holds the key to future success. Ulrich urges a shift of the HR professional's mentality from "what I do" to "what I deliver" and identifies four distinct roles that human resources staff must assume in order to make the transition: strategic partner, administrative. expert, employee champion, and change agent. Full of examples from dozens of companies that have transformed their HR functions, Human Resource Champions provides hands-on tools that show HR professionals how they can operate in all four areas simultaneously. It offers specific recommendations for HR staff and line managers about how to establish a partnership to deliver value and make their organizations more competitive.
... The primary stakeholders involved in the development and execution of SHRM initiatives are managers, including HRM professionals, line and senior managers and executives (Bartram et al 2007;Stanton et al 2010). Over the years HRM professionals have been urged to demonstrate what results they deliver to the organisation (Ulrich 1997;Huselid 1995) and to think in terms of the outcomes desired at each stage of the HRM value chain process (Guest 1997;Nishii and Wright 2007). Employee perceptions, attitudes and competencies have been recognized as an essential part of this value chain (Youngblood et al 1984;Bowen and Ostroff, 2004). ...
... The Sustainable HRM strategy has the task of making an essential contribution to the realisation of the organisation strategy and the possible success of the organisation based on its specific assignment and capacity. HRM acts as a business partner of the organisation (Ulrich, 1997) and in terms of sustainability outcomes a guardian of human, social and ecological outcomes. ...
... Among the other roles, HR managers are the ones who are more related to the difficulty of balancing "care" and "control" in the workplace. Several authors have investigated what HR roles are more associated with care (see, for instance, Ulrich, 1996). The emotional labor related to caring (O'Brien and Linehan, 2014), to date, there is still a lack of research about the management's subjective view of care and the perceived dilemmas and challenges implied in their caring efforts in different contexts and situations. ...
... However, we know that within the HR world, there are professional sub-cultures to which people belong that influence the way they work. To identify the significant professional sub-cultures in the HR world, we can refer to the well-known Ulrich (1996) scheme that identifies four principal roles: Employ Champion, Administrator, Changing manager, HRBP. We noticed that HR people are strongly conditioned by the professional culture linked to their role in the interviews. ...
Article
Full-text available
The pandemic period has placed the organizations in a state of great tension. It has generated a situation of confusion, lack of rules, and production-related criticalities that have called into question the very existence of many productive realities. This article aims to highlight the dimensions of care and ethics put in place by HR managers in COVID-19. The objective that animated the authors have focused on the HRM level of medium and large companies in Italy to highlight the protective actions toward people and the organization in the period COVID 19, highlighting what were the ethical values and actions of care put in place. In this article, we wanted to give voice to managers ( N = 45, including 21 women and 24 men, aged between 40 and 55 years old) who had management tasks in their organizations by asking them to tell us how they dealt with the challenges imposed by the emergency. In the research, we start from a way of understanding workplaces understood as a “process of ongoing social relationship” within which the HR function is dedicated to the care of the quality of relationships. HR managers have to manage a complex role of mediating between the interests of people and employers by trying to find good mediations.
... approaches drawn from the literature (Ehnert, 2014;Ulrich, 1997). Findings. ...
... This content analysis stands on the integration of two different approaches drawn from the literature. The first approach, developed by Ulrich (1997), determines two HR orientation dimensions: 1. A present or future orientation 2. A people or process orientation Additionally, Zink (2014) emphasised the need for two different approaches-the economic approach and the integrative approach-for considering the HRM and sustainability relationship. ...
Article
Full-text available
Background The concept of sustainable human resource management is becoming a core subject of sustainability reports. Current discussions in the literature focus on how to integrate human resource management (HRM) with sustainability issues and emphasise the concept of “sustainable human resource management” rather than “sustainability and human resource management.” This focus requires a more comprehensive company perspective through the lens of company goals, people, processes and the strategic orientation dimensions of an HRM–sustainability relationship. Within this perspective, new approaches are needed to concentrate on sustainable HRM issues. Research aims The aim of this study is to analyse the contents of the sustainability reports in terms of sustainable HR characteristics and HR orientation dimensions. The content analysis design is based on an integrated approach of the classification of sustainable HR characteristics through HR orientation dimensions. The sustainability reports of seven financial institutions from the Borsa Istanbul Sustainability Index (BIST) are analysed for the year 2019 in order to determine to which degree sustainable HR is actively involved in the sustainability reports. Methodology In this study, an in-depth content analysis is performed on corporate sustainability reports of selected companies in order to form the link between HR orientation and sustainability. This content analysis stands on the integration of two different approaches drawn from the literature (Ehnert, 2014; Ulrich, 1997). Findings The results revealed that there are significant differences between the people-oriented scores and process-oriented scores in private banks, while the scores are more balanced in public banks. Additionally, findings support the shift in the public sector from the traditional bureaucratic model to a new management approach that transfers private sector management techniques to the public sector.
... To są elementy, które przekonują pracowników, że przełożeni są otwarci na kontakt z nimi i są dla nich dostępni. Przy podejmowaniu wszelkich ocen danych sytuacji, należy kierować się obiektywnością i bezstronnością, aby być postrzeganym, jako osoba sprawiedliwa 416 . Sprawiedliwość odnosi się również do sposobu nagradzania. ...
... Effective employee communications for today and tomorrow, w: The Public Relations Strategist, is. 12 (2), 2006, s. 32-36. 416 Kierownicy, którzy mają większe zaufanie do swoich pracowników, częściej wysyłają ich na szkolenia i inwestują w nich 422 . Z kolei wyższy poziom inwestycji w szkolenia, wzmacnia i podtrzymuje zaufanie do organizacji 423 . ...
... To są elementy, które przekonują pracowników, że przełożeni są otwarci na kontakt z nimi i są dla nich dostępni. Przy podejmowaniu wszelkich ocen danych sytuacji, należy kierować się obiektywnością i bezstronnością, aby być postrzeganym, jako osoba sprawiedliwa 416 . Sprawiedliwość odnosi się również do sposobu nagradzania. ...
... Effective employee communications for today and tomorrow, w: The Public Relations Strategist, is. 12 (2), 2006, s. 32-36. 416 Kierownicy, którzy mają większe zaufanie do swoich pracowników, częściej wysyłają ich na szkolenia i inwestują w nich 422 . Z kolei wyższy poziom inwestycji w szkolenia, wzmacnia i podtrzymuje zaufanie do organizacji 423 . ...
... To są elementy, które przekonują pracowników, że przełożeni są otwarci na kontakt z nimi i są dla nich dostępni. Przy podejmowaniu wszelkich ocen danych sytuacji, należy kierować się obiektywnością i bezstronnością, aby być postrzeganym, jako osoba sprawiedliwa 416 . Sprawiedliwość odnosi się również do sposobu nagradzania. ...
... Effective employee communications for today and tomorrow, w: The Public Relations Strategist, is. 12 (2), 2006, s. 32-36. 416 Kierownicy, którzy mają większe zaufanie do swoich pracowników, częściej wysyłają ich na szkolenia i inwestują w nich 422 . Z kolei wyższy poziom inwestycji w szkolenia, wzmacnia i podtrzymuje zaufanie do organizacji 423 . ...
... The proposed model in this article, (Figure 1) for "green roles" for HR professionals draws on the leading model of HR roles developed by Ulrich (1996). According to Ulrich's model, four roles have emerged from the intersection of two factors: strategic focus/future or operations/ present, and people or process. ...
... The proposed model explained the type of green roles HR professionals need to adopt to support sustainable corporate environmental strategies. This is an original perspective in developing green roles because, by going beyond traditional HR roles, it broadened the model developed by Ulrich (1996). ...
Article
Environment sustainability (ES) has emerged as a key strategic priority in organizations due to the significant attention on environmental concerns. Employees are the main drivers of a sustainable corporate environmental strategy, and as a key function that deals with employees, Human Resource Management (HRM) has a vital role in adding value to an organization in achieving ES goals. Emanating from a broader focus on HRM, Green Human Resource Management (GHRM) specifically aims to transform "normal" employees to "green" employees. GHRM is the intersection of HRM and ES. However, despite the significant attention on how GHRM can support ES, scholarly work on understanding the "green role" of HR professionals is sparse. As per the extant literature, it is evident that research conducted connecting GHRM, employee-green behavior, HR professionals and ES is limited. This lack marks a range of theoretical and empirical gaps in the field. One key gap is the absence of a theoretical framework and typology of green roles for HR professionals. Against this backdrop, this article introduces four green roles that HR professionals can play in facilitating environmental sustainability. By doing so it makes a theoretical contribution to broadening the existing literature on ES.
... The proposed model in this article, (Figure 1) for "green roles" for HR professionals draws on the leading model of HR roles developed by Ulrich (1996). According to Ulrich's model, four roles have emerged from the intersection of two factors: strategic focus/future or operations/ present, and people or process. ...
... The proposed model explained the type of green roles HR professionals need to adopt to support sustainable corporate environmental strategies. This is an original perspective in developing green roles because, by going beyond traditional HR roles, it broadened the model developed by Ulrich (1996). ...
Article
Full-text available
Environment sustainability (ES) has emerged as a key strategic priority in organizations due to the significant attention on environmental concerns. Employees are the main drivers of a sustainable corporate environmental strategy, and as a key function that deals with employees, Human Resource Management (HRM) has a vital role in adding value to an organization in achieving ES goals. Emanating from a broader focus on HRM, Green Human Resource Management (GHRM) specifically aims to transform "normal" employees to "green" employees. GHRM is the intersection of HRM and ES. However, despite the significant attention on how GHRM can support ES, scholarly work on understanding the "green role" of HR professionals is sparse. As per the extant literature, it is evident that research conducted connecting GHRM, employee-green behavior, HR professionals and ES is limited. This lack marks a range of theoretical and empirical gaps in the field. One key gap is the absence of a theoretical framework and typology of green roles for HR professionals. Against this backdrop, this article introduces four green roles that HR professionals can play in facilitating environmental sustainability. By doing so it makes a theoretical contribution to broadening the existing literature on ES.
... Proper selection techniques can increase the possibility of 75% correct selection. The selection system is the ways that decision makers try to select the person whose characteristics are most likely to succeed in the job [51], [58], [22], [49]. The purpose of selection is acquiring the right employee for the right position, establishing and retaining employer's reputation and ensuring cost-effective selection process [45]. ...
Article
Human resource planning (HRP) is one of the most important human resource tasks in the organization. Organizations relies much on human resource planning to determine their current and future needs of manpower. HRP is a vital process in an organization as it gives indication on areas of need. Human resource planning is a process of forecasting the organization’s demand and supply of manpower needs in the present and future. Recruitment involves finding and attracting right and qualified candidates to fill the position in the organization structure. The purpose of this article is to investigate the role and importance of the HRP to the employees’ recruitment and selection process. This research was a disk study based on information from reliable books, articles and scientific papers. Findings revealed that human resource planning in the organization improves the process of recruiting volunteers and facilitates the selection of a qualified and right person in the right place and at the right time. HRP is the heart of the organization and the recruitment process and is the backbone of the organization. Without human resource planning and effective employment policy, no organization can achieve to success and development. When a position becomes vacant in the organization for any reason, the human resources planning will inform the organization. In addition, HRP improves performance, satisfaction, development, evaluation and appropriate maintenance and protection of human resources in the organization.
... These challenges can be traced to the kind of HRMP adopted by the DTSs, hence the need for the current study. Much research over the years has attempted to establish a positive link between HRMP and organization performance (Wan-Jing & Tung, 2005;Pfeffer, 1994;Ulrich, 1997), though doubts have been cast on the validity of some of the findings. Most empirical studies (Delery & Doty, 1996;Guthrie, 2001;Huselid et al., 1997) have shown a positive relationship in the HRMP and organization performance link, the question that remains is how HRMP affects organization performance. ...
... HR should function as an 'Organization Development -OD consultant' to the organization and provide necessary inputs to the line people to enable them to contribute their level best to various Change & OD interventions. As pointed out by Ulrich (1997), the task of HR professionals as change champion is 'not to carry out the change', but to 'get the change done'. In a way, HR becomes the vehicle of continuous transformation that shapes processes and culture to improve an organization's capacity to change. ...
Conference Paper
Full-text available
A First Generation Entrepreneur Nadeem Jafri positioned himself diverse amongst the pack and who is not only selling the idea of Supermarkets to Gujarati's with his venture ‘Hearty Mart’(HM), but has also empowered various people in the community.
... For the prevention and minimization of the informal economy need to prepare human resources with international standard by avoiding practices and ethics education southeastern Balkan region. The Ulrich (1997) believes that the role of human resources is that they act as a factor of change, and play a key role in transforming and changing organizational culture. According to him, the changing nature of human resources work itself creates and seeks new challenges, requiring the addition of mental activities of expression in a request for new information, ideas, innovations, which are achieved through continuous education. ...
Article
A theme explored in this paper is the role of informal economy and ethics in manage the human resource and business in the country economy. This topic has been analyzed for the purpose of data how the impact of the informal economy in the country's economy, and that has been the role of ethics and human resources in organizations. The survey was conducted in organizations which operate in the Kosovo market, where it is analyzed the influence of business ethics in human resource management as well as in the informal economy. The purpose of the study was the analysis of influencing factors of ethical behavior in organizations in which employees work and act, then what is the reason of the appearance or non-appearance of cases and violations of law and code of ethics in organizations, where according to research has found that affect a large number of internal and external factors. Are also explored the factors that encourage and motivate businesses informalities entry, as well as preventive factors of informality in the economy of the country.
... The broader discussion of the degree to which HR as a function has struggled to gain legitimacy is a topic of discussion and debate that has been present for many decades (e.g. Guest, 1987;Guest & King, 2004;Legge, 1995;Ulrich, 1996). In this paper, the authors specifically focus on HR Analytics (which might be considered a subset of a broader HR offering) and possible processes that may help explain whether an HR Analytics offering can gain legitimacy. ...
Article
Full-text available
HR analytics is an emerging field attracting substantial practitioner and academic attention. This article introduces the special issue on HR Aanalytics for the HRMJ. Several recent reviews in the area have struggled to find HR analytics research in the published literature and a key aim of this special issue is to show case high quality analytic projects and cutting‐edge analytic techniques to contribute to this emerging subfield of HRM. Before considering the papers in the special issue, we reflect on two key challenges in the area: First, HR analytics is not a recognized keyword, this makes it difficult to categorise and identify HR analytics research in the field. Second, there are a growing number of reviews of a field that has a limited range of recognised examples of empirical papers to draw on. We discuss the difficulties and potential political sensitivities for practitioners seeking to publish ‘within firm’ HR analytics projects. We also consider the growing recognition that organisations engaging in HR analytics projects have a range of ethical challenges to deal with going forward.
... Human Resource Management (HRM) plays an important role in the success of many firms regardless of their sizes (Ulrich, 1997). HRM prepares the firms' human capital to effectively contribute to the operations and to achieve the organizational goals. ...
Article
Full-text available
The aim of this research is to assess the impact and links between human resources management practices and business performance in the garments industries. This study developing the model and testing relationship based on HRM practices including job definition , recruitment and selection, training and development, performance appraisal, career planning , employee participation and compensation as an independent variables on the other hand business performance as a dependent variable. Business performance considered by employees' productivity: in terms of efficiency and effectiveness. For conducting this study the primary and secondary data have been used. The primary data have collected through questionnaire from the 30 garment industries which were randomly selected from the membership list of the BGMEA & BEPZA in the garments sector of Bangladesh. The research result has been found that there is a significant positive relationship between HRM practices and business performance in the garment Industries of Bangladesh.
... Les entreprises cherchent à mettre en place un pilotage globale de la performance plus particulièrement le pilotage de la gestion sociale, car les pressions des partenaires internes et externes à l'organisation contraignent ainsi l'entreprise à créer de la valeur pour tous. Ulrich (Ulrich D, 1996) propose pour sa part un modèle qui permet de préciser la notion de performance de la fonction RH sous l'angle de ses missions ou orientations. Ce modèle la caractérise en effet par quatre rôles : expert administratif, champion des salariés, partenaire stratégique et agent du changement. ...
Article
Dans un contexte de concurrence, les gestionnaires au sein des entreprises cherchent des pratiques de gestion des ressources humaines (GRH) en vue d'acquérir un avantage concurrentiel qui va leurs permettent de démarquer de la concurrence classique. De ce fait, la fonction GRH joue un rôle primordiale dans la réalisation de la compétitivité de l'entreprise à travers les différents pratiques qui ont pour objectif principale la satisfaction des salariés, ce qui répercute sur leurs motivation. Dans cette contribution nous avons effectué une enquête auprès des entreprises de production pour déterminer les pratiques de GRH afin d'identifier la dualité GRH/compétitivité. Abstract: In a competitive environment, managers within companies are looking for human resources management (HRM) practices to gain a competitive advantage that will allow them to stand out from the traditional competition. As a result, the HRM function plays a key role in achieving the company's competitiveness through the various practices whose main objective is employee satisfaction, which has an impact on their motivation. In this contribution we conducted a survey of production companies to determine HRM practices in order to identify the duality HRM / competitiveness.
... Peters and Waterman (1982) cited by Armstrong, (2009), noted that an excellent organization is known by its value system and what people know it to be. Ulrich (1996), has opinioned that the functions of HR included ensuring that the human resources of an organization understands and aligns with the business strategy of that organization, resuscitating and repositioning organizations process when it is down, managing the human resource in the organization in terms of taking their grievances and adopting their input when necessary. HR must see themselves as business people who specialize in human resource. ...
Article
Full-text available
This research examines the impact of Covid-19 pandemic on Human Resource Management and the role changes of HR manager in an organization. The covid-19 pandemic reviews the weakness as well as the strength of the HR manager in an organization. Showing the competency of the HR manager to be able to think outside the box and creating measures of achieving the goals and objectives of the organization. This study also examines the dimensions of Covid-19 pandemic which are remote working and unemployment and layoff as well as the measures of Human Resource Management which are performance appraisal and recruitment.
... This makes HR managers to innovate strategies & functions that may be better and may not be copied by the competitors. The key objective of any organization is to remain profitable, ensure long-term viability by engaging in processes/systems/procedures that ensure a competitive advantage, achievable through utilizing the unique resources that cannot be easily copied (Ulrich, 1997). This case study has evaluated the role of HRD and linked its performance with organizational productivity. ...
... Author of many human resources for the weight and importance are seen as sources other organists, but Chirtoc (2010) considers the primary ones, since planning and human resource management is extremely important for the organization of economic activity. Ulrich (1997), believes that one of the main roles of human resources is their acting as agent for change, they play a key role in transforming and changing organizational culture. According to him, the changing nature of human resources work, seeking new challenges, requiring the addition of mental activities in request for new information, ideas, innovations, which are achieved through continuing education as a requirement and necessity of economy the new. ...
Conference Paper
Full-text available
Despite the recent flurry of scientific interest in the Dark Triad – narcissism, psychopathy, and Machiavellianism – the research has been mostly descriptive in nature. Relatively ignored by researchers, darker personality variables may prove valuable in understanding counterproductive work behaviors. In the present study, we attempt to integrate the Dark Triad personality traits into organizational life by correlating them with the level of counterproductive work behavior and with work locus of control. Although those three facets have different origins, the personalities described as dark personalities share a number of features. In different degrees, all of them entail a socially malevolent character with behavior tendencies toward self-promotion, emotional coldness, duplicity, and aggressiveness. A narcissistic person is described in terms of a high vanity, constantly seeking for attention and admiration, with a sense of superiority or authority. Most often he or she manifests manipulative and exhibitionist behaviors. Machiavellianism is a tendency to be cynical, pragmatic, emotionally detached in interpersonal relations but, at the same time a good organizer and having long-term strategically thinking. Psychopathy presents as cardinal features: impulsiveness, emotional detachment, manipulative antisocial behavior. The recently published meta-analysis by O'Boyle, Forsyth, Banks and McDaniel (2011), showed that counterproductive behavior in the workplace is associated with all three facets of the dark triad. In the current study 122 participants (36 males and 86 females) were invited to fill in the following measures: Work Locus of Control Scale (Spector, 1988), MACH IV (Christie & Geis, 1970), Narcissistic Personality Inventory (Raskin & Hall, 1979), Self-Report Psychopathy scale – version III (Paulhus, Neumann, & Hare, in press) and Counterproductive Work Behavior Checklist (Spector & Fox, 2002). Results did not showed positive correlations between Machiavellianism and counterproductive work behaviour, or between narcissism and counterproductive work behaviour. Nevertheless, one strong positive correlation was found between psychopathy and counterproductive work behaviour (r= .438, p<.01), mirroring Patrick’s results (2007, as cited in Paulhus and Williams, 2002). Regarding the work locus of control, it was identified a positive significant correlation with Machiavellianism (r= .204, p<.05), meaning that the higher the score on work locus of control – internal, the higher the tendency to act in a machiavellic way.
... Over the past 10 years, important changes have taken place in Human Resource. Increasingly, the emphasis has been on making hr practitioners strategic business partners and a "value-added source within organizations." (Ulrich, 1997). "Value" has primarily been measured in terms of hr's contribution to the bottom line of the organization. ...
Conference Paper
Microfinance has developed from a purely welfare-oriented activity to a commercially relevant line of banking business. These days, most of the micro financial institutions (MFIs) are market centric and are competing among themselves to lend the poor. In this process they are chasing against each other. It seems that some MFIs have become so radically commercial that the social and developmental considerations, which have traditionally motivated microfinance, may have lost their importance (Sriram, 2010). When we look to the chronology of crisis in microfinance industry across the globe, it reminds us the relevance of ethics in this sector. When Microfinance Non Governmental Organizations (NGO) transforms to a Non-Bank Financial Company (NBFC), there are certain costs and benefits associated with this. During the last couple of years, the charge against these MFIs who are transforming into NBFCs is that they are enriching themselves and their shareholders at the cost of poor people. The wide-spread "moralistic" criticism of the commercial approach, which was expressed again and again since 1990s, is ill-placed from an economic and an ethical perspective. Therefore, the commercial success of microfinance beckons a fundamental question whether microfinance actually lead to sustainable development or whether the MFIs drifting from mission of being socially sustainable in order to fulfill the objective of being financially viable. The complexities of business and our human/social society especially in microfinance sector make corporate ethics a very interesting study. The introduction of ethical theory and stakeholder theory in the discussion of Human Resource Management (HRM) is a fairly rare and nascent occurrence. Questions such as “is this right or wrong” or “how should organisations behave” do not seem to be addressed by HRM researchers. Keeping all these issues in mind, the role of ethics in HRM in a highly dynamic and challenging Microfinance sector has increase the attention of the researcher as a new field to study. This paper tries to give a conceptual analysis of various ethical issues in MFIs and the role of HRM in dealing with those issues. The author also makes an effort to visualize the ethics in HRM across the prism of some ethical theories.
... The roles recognized are the "managerial specialist," the "staff winner," the "alteration manager," and the "strategic mate". Assumed, though, those HR functions are challenging and coinciding, HR units incline to accept a role that has a preference to one of the roles recommended by Ulrich (1997) and not a specific role only. (Lepak and Snell, 1998 The notion of E-HRM refining effectiveness or decreasing expenses sustained by some scholars (Ruel et al., 2004;). ...
Article
Information technology (IT) became a vital part of our modern-day activities. In contemporary years, the usage of IT in expediting the human resource management (HRM) activities augmented considerably. E-HRM has the ability to develop managerial competency and influence the role of human resources (HR) as a strategic business partner. E-HRM is essential for firms because of its encouraging effect on staff productivity. Speedy technical modifications revolved E-HRM into a substantial theoretical and professional agenda. This study delivers an exploration into the contemporary level of improvements of the theoretical knowledge connected to E-HRM. Numerous features of E-HRM, specifically descriptions of E-HRM, the academic perceptions around E-HRM, the role of E-HRM, the numerous categories of E-HRM, the requirements for effective E-HRM etc. are scrutinized. It will contribute into HRM literature and regulate the effectiveness of E-HRM and its practices. This research would support the scholars and the practitioners to have the comprehensive portrait of the modern matters linked to E-HRM. The articles concluded by delivering some suggestions for future studies.
... Einerseits geht es darum, welchen Beitrag sie für eine erfolgreiche Bewältigung der Transformation leisten kann, andererseits sind Personalwesen und Führung selbst gefordert, sich in Organisationen neu zu positionieren, die eigene Struktur und Arbeitsweise zu verändern sowie neue Instrumente zu entwickeln. So war bereits die geschäftsprozessorientierte Reorganisationsphase der 1990er Jahre mit einer Neuausrichtung der Personalarbeit am Leitbild des Human Ressource Managements verbunden (Ulrich 1997;Felger/Paul-Kohlhoff 2004;Baethge et al. 2003). In der digitalen Transformation müssen sich Organisationen heute erneut die Frage stellen, welche Aufgaben und Anforderungen auf die Personalarbeit zukommen und wie sie zu bewältigen sind. ...
Chapter
Full-text available
In der öffentlichen Verwaltung entsteht in der digitalen Transformation für die Personalarbeit ein komplexes Handlungsfeld, das sich in wesentlichen Punkten von der Personalarbeit in Unternehmen unterscheidet. Denn sie muss die Verantwortung der öffentlichen Verwaltung für das demokratische Funktionieren der Gesellschaft, die darin begründeten Besonderheiten der Verwaltungsorganisation und -arbeit sowie die Spezifik von Veränderungsprozessen im Spannungsfeld von Politik, Verwaltungskultur und gesellschaftlichem Wandel im Blick behalten.
Chapter
Um ein Missverständnis vorzubeugen: Bei der Beschäftigung mit der Balanced Score Card (BSC) geht es nicht darum, eine neue oder andere BSC als Kennzahlensystem zu entwickeln und vorzustellen, sondern lediglich um die Schnittstelle oder die Verknüpfung zwischen einer Personalbeurteilung und der Leistungsdimension „Lernen und Entwickeln“ innerhalb einer BSC. Gerade von einer strategischen Personalbeurteilung dürfte die Ausgestaltung einer BSC sehr profitieren, wenn die Leistungs- und Prozesstreiber sowie die Ideenspender und Kompetenzträger in diesem Funktionsfeld identifiziert werden können. Ursprung fast aller Ursache-Wirkungsketten im Performance Management sind nun mal die Human Resources (HR), die gemäß ihrer eingeschätzten Professionalität optimal einzusetzen, zu fördern und im Zuge der strategischen Zielsetzungen immer wieder zu beurteilen und neu zu justieren sind, um Wettbewerbsvorteile zu erringen bzw. zu erhalten. Ohne ein qualifiziertes Feedback von der Basis, also den Mitarbeitern vor Ort, lässt sich ebenso wenig die Gültigkeit und Stimmigkeit der Strategie beurteilen. Aber, nicht alles was an Informationen über das Personal gewünscht wird, lässt sich auch messen!
Article
Full-text available
The current agile management literature is missing insight about the challenges agile organisations face regarding human resource management (HRM/HR) – and how they may overcome them. Based on an exploratory case study design, we investigate the managerial challenges in seven pioneering companies, all of them medium-sized firms (SME) from the IT sector in Switzerland. The majority of the qualitative data gathered stems from interviews, that was coded along emerging themes. The results are divided into three sections: a proposed (1) typology for Business Agilists, (2) general challenges and (3) emergent agile HR capabilities. Following the proposition of agile HR as a distributed capability, we discuss several theoretical and practical implications. In essence, particular attention is to be placed on a cultural fit between employees and the agile working environment, which demands individuals to be highly self-reliant and autonomous. This entails the need for a flexible support structure to grow employees’ skills accordingly. The conclusion emphasises addressing the shared responsibility for HR work and the corresponding broad capability development of different role holders, resulting in the suggestion to replace the term HR with people management as a more inclusive bracket for integrative HR, culture and leadership work in agile organisations.
Chapter
This study examines gender equality issues in the workplace in Malaysia and New Zealand during the COVID-19 pandemic and their consequences for practicing human resource management (HRM) in light of potential social-economic influences. Based on the literature reviewed, content and thematic analysis are employed. Emerging themes, such as country profile, female representation in employment rate and labor force participation rate, gender wage gap, and women in senior management roles, in these two countries are discussed. The COVID-19 alert and protection systems adopted by these countries are compared and their implications on HR practices are examined. Overall, the workforce in Malaysia appeared to experience relatively more complex challenges than that of New Zealand. The current study highlights the importance of positioning the development stages and roles of HR adopted by an organization so that HR professionals, business managers, government, and higher education institutions can work collaboratively to close gender equality gaps in the workplace in these countries.
Chapter
Da das Personalmanagement von unterschiedlichen Akteuren betrieben wird, ist in organisatorischer Hinsicht die Aufgaben- und Kompetenzverteilung zwischen diesen personalwirtschaftlichen Akteuren zu klären. Ist die Aufgaben- und Kompetenzzuweisung der Personalabteilung erfolgt, ist zudem deren Binnenorganisation festzulegen. Hierbei stehen die funktionale (Aufgabenspezialistentum), objektorientierte (Personalreferentenmodell) und rangorientierte Organisation (Business Partner-Modell) als aufbauorganisatorische Alternativen zur Verfügung.
Chapter
Full-text available
This chapter examines the experiences of developing priority- leadership and supervisory skills within public sector low resources settings. Priority-driven leadership and supervisory skills is globally acknowledged as a panacea in creating a vibrant and agile human capital that can operate in existing low resource set-ups. Due to the qualitative nature of the study, a case study approach was utilised as the research design. This enabled a systematic review of all relevant data from selected government institutions in Zimbabwe. The data was analysed using content analysis method. Research findings confirmed a depressing experience underpinned by a low uptake of developing priority-driven leadership and supervisory skills in Zimbabwe. The above scenario makes it difficult for government to continue providing quality and adequate goods and services to the public. Experiences of economic instability, uncompetitive compensation packages leading to brain drain, resistance to change, limited or no qualified IT professionals emerged as some of the key stumbling blocks for full adoption of this new initiative. The study recommended the imperative need to improve the economic landscape of Zimbabwe to unlock all avenues aimed at improving the welfare of public leaders. Equally, sensitisation on leadership change and innovation in the public sector remains a top priority.
Chapter
Während sich Personalbeziehungen als wechselseitiges Rechte- und Pflichtenverhältnis zwischen Arbeitgeber und Arbeitnehmer verstehen, widmet sich die Sachfunktion des Personalmanagements dem Umgang mit der Ressource Personal. Wie auch in anderen Industriebereichen hängt die Aufteilung der Funktionen des Personalmanagements von der Größe der betrachteten Unternehmung ab. Während in Arztpraxen die Wahrnehmung von Führungsfunktionen ausschließlich der Linie überlassen wird, folgen größere Einheiten, wie Krankenhäuser und Arzneimittelhersteller, einer Aufteilung der Funktionen des Personalmanagements zwischen Linie und eines eigens dafür geschaffenen Personalressorts.
Chapter
Human resource management (HRM) in the South African context has matured over time. All professions have challenges to overcome and changes to address, however. This chapter explores the development and evolution of HRM in South Africa, its current standing both in South Africa (focusing on, e.g., Human Capital Trends) and internationally, and the future role of HRM in the post-COVID-19 era and the Fourth and Fifth Industrial Revolutions.
Chapter
At the end of this chapter, you should be able to: Differentiate between commonly used ethical frameworks Compare and contrast the core competencies required of an HR practitioner in different national contexts Explain the concept of moral intensity Analyze the sources of conflict and dilemmas that HR practitioners are confronted with from an ethical viewpoint KeywordsMoral intensityAustralian Human Resources Institute (AHRI)Employee championAdministrative expertiseMajor theoretical foundations
Chapter
Reflecting the importance of change management in HR is an exciting challenge. For future-oriented organizations, change management is usually the anchor point and HR provides the instrumental support. This chapter takes the exact opposite viewpoint in approaching the subject. Here HR is the institutional context in which change management is located; this is done in two ways: First, the interface between change management and HR will be considered, where change management should follow the rationality of HR. Second, some recent general business trends HR is exposed to will be presented, and the ways in which these trends are likely to affect change management will be discussed. The chapter finally subsumes these conceptual ideas under a more abstract dynamization framework.KeywordsChange managementProfessionalization of HRNew WorkRisk governanceHuman automation resource management
Book
Full-text available
Manajemen Sumber Daya Manusia
Article
Sustainable human resource management (HRM) has been evolving for more than 15 years. It builds on strategic HRM (SHRM). Sustainable HRM is built around broad organisational goals in a number of areas, not just ‘business’ goals. Central to this approach is the link between HRM and sustainability. Sustainable HRM seeks to achieve positive economic, social, human and environmental outcomes simultaneously, in the short term and the long term. The 2030 Agenda for Sustainable Development established Sustainable Development Goals. These provide strategies, goals, activities and management practices which human resource practitioners can apply to further sustainability outcomes. This link with sustainability has contributed to studies in areas very different to SHRM and required consideration of additional theories for insights into Sustainable HRM. This article identifies six characteristics of Sustainable HRM which explain the divergence with SHRM. These characteristics are contradictory outcomes, concern with capability development, the need to recognise potential and actual positive and negative outcomes, attention to the development and implementation of HRM activities, the explicit statement of values informing Sustainable HRM and the design of metrics to promote sustainability.
Article
Full-text available
Zunehmend kommen im Personalwesen Tools unter Verwendung künstlicher Intelligenz zum Einsatz. Dies sind vorrangig Expert Systems und prädiktive Modelle, die in der Bewertung von Bewerbungen zum Einsatz kommen, außerdem werden zunehmend Natural Language Processing und Image und Video Processing angewendet. Diesen Tools wird, nicht zuletzt aufgrund von Medienberichten zu diskriminierenden Werkzeugen, von HR-Praktiker:innen ein hoher Grad an Skepsis entgegengebracht. Das Ziel dieses Beitrags ist, eine kritische Reflexion des bisherigen Forschungsstands zur Akzeptanz von KI-basierten Recruiting Tools zu präsentieren, mögliche Modelle vorzustellen und in Folge ein theoretisches Modell als Grundlage für weitere, empirische Forschung zu präsentieren. Folglich werden in diesem Beitrag zwei häufig verwendete Modelle zur Erklärung der Verhaltensabsichten bei der Nutzung von KI-basierten Tools bzw. e-HRM-Tools vorgestellt. Diese Modelle, das Technologie-akzeptanzmodell und das Modell der einheitlichen Theorie der Technologieakzeptanz, wurden in einer Reihe von Studien erfolgreich angewendet und weiterentwickelt. Daneben gibt es jedoch auch eine Reihe anderer Faktoren, die als Prädiktoren für die Absicht, KI-basierte Tools in anderen Kontexten zu nutzen, untersucht wurden. Dazu gehören die berufliche Identität, die Technologiebereitschaft und die wahrgenommene Bedrohung des eigenen Fachwissens durch KI-basierte Werkzeuge. Auf der Grundlage der bestehenden Modelle und dieser zusätzlichen Faktoren wird in diesem Beitrag ein integratives Modell für die Akzeptanz von auf künstlicher Intelligenz basierenden Rekrutierungstools durch Personalmanager:innen vorgeschlagen. Tools using artificial intelligence are increasingly deployed in personnel management. Primarily expert systems and predictive modelling are employed in the evaluation of job candidates, but also Natural Language Processing and Image and Video Processing are utilized in growing number. HR practitioners view these tools with a high degree of skepticism, not least due to media reports on discriminatory tools. This paper aims to present a critical reflection of the current state of research on the acceptance of AI-based recruiting tools, to introduce possible models, and subsequently to present a theoretical model as a basis for further empirical research. As such, the paper describes two frequently used models for explaining behavioral intent to using AI-based tools and e-HRM tools, respectively. These models, the technology acceptance model and the unified theory of technology acceptance model, have successfully been applied and further developed in a number of studies. Next to these models, however, various other factors have also been explored as predictors of behavioral intent to use AI-based tools in other contexts. These other factors include professional identity, technology readiness, and the perceived threat AI-based tools pose for one's professional expertise. Based on the existing models and these additional factors, this paper proposes an inte-grative model for the acceptance of artificial intelligence-based recruiting tools by HR managers.
Chapter
In diesem Kapitel wird auf die Frage eingegangen, ob Zielvereinbarungen und variable Vergütung in der schnelllebigen heutigen Zeit mit ihren kurzen Zyklen und agilen Organisationsformen überhaupt noch möglich und sinnvoll sind. Dazu wird zunächst anhand ausgewählter Motivationstheorien und -studien (Maslow, Herzberg, Hackman & Oldham, Locke & Latham) ermittelt, wodurch Führungskräfte und Mitarbeiter motiviert werden und welche Rolle Zielvereinbarungen und variable Vergütung dabei spielen. Danach wird auf agile Organisations- und Arbeitsformen eingegangen und die Frage erörtert, inwieweit Zielvereinbarungen und variable Vergütung damit kompatibel sind. Schließlich werden ein modernes Performance-Management und die Rolle von Zielvereinbarungen und variabler Vergütung darin beschrieben. Ergebnis ist, dass Zielvereinbarungen und variable Vergütung nicht obsolet geworden sind, sondern in moderner, angepasster Form nach wie vor elementare Voraussetzungen für motivierte Mitarbeiter und erfolgreiche Unternehmen sind.
Chapter
The search for new market opportunities in order to expand operations has been on the increase globally, and organizations are progressively pouring their resources into these expansions probably because of the huge turnover and return on investment derived from new market explorations. Multinational corporations (MNCs) that seek the market expansions in other developing countries transfer specific advantages and benefits to the emerging markets in order to operate effectively. The MNCs are required by law to comply with the legal obligations, local regulations, and cultural adaptations in the bid to transfer specific advantages. The situation becomes more complex because of the different cultures in different countries. New strategies are introduced to resolve the new challenges that each new market entrance offers. These strategies pose tremendous risk to expanding markets and their operations, especially to developing markets. Recommendations are suggested to HRM practitioners and scholars, and issues are considers for future research.
Chapter
The changes brought about by trends such as globalization, technological developments, and knowledge-based economy, and the speed of these changes are forcing the enterprises to create more innovative ways of doing business and business processes. This rapid change has also affected and altered human resources departments' way of business. In this chapter, the changes in human resources management functions and applications with the effect of technology during this time have been explained. In addition, the electronic human resources management process and its applications, which have been more important as a result of developed human resources technology, are examined and presented in this chapter.
Article
Full-text available
Purpose This study aimed to investigate the mediating effect of communication and the moderated mediating effect of the role of human resource (HR) in the relationship between external-oriented organizational culture and burnout. Methods We analyzed the responses of 10,005 employees from the 2017 human capital corporate panel (HCCP) dataset with SPSS PROCESS macro. Results (1)The moderating effect of the role of HR was significant. (2)Communication partially mediated the relationship between innovative-oriented culture and burnout and fully meditated the relationship of task-oriented culture and burnout. (3)The moderated mediating effect of the role of HR was significant. Conclusion Based on the findings, the present study discussed implications on the relationship between organizational culture and burnout according to the role of HR effect.
Chapter
Die Anforderungen an Unternehmen in einem agilen Umfeld sind nicht die gleichen wie in traditionellen Arbeitszusammenhängen. Auch HR muss in einem solchen Umfeld anders agieren und sich agil aufstellen, um einen sichtbaren Mehrwert für das Unternehmen zu leisten. Zentraler Kern einer agilen Personalfunktion ist hierbei eine konsequente Ausrichtung von HR an den aktuellen Bedürfnissen des Business, um auf Mitarbeitende oder die Organisation bezogene Herausforderungen im Sinne der Kundenorientierung schneller, passgenauer und effizienter zu reagieren als es traditionell aufgestellte Personalabteilungen können. Im vorliegenden Beitrag wird diskutiert, wie HR die Fachbereiche bei der agilen Transformation unterstützen kann und wie und warum sich die Personalfunktion dafür selbst anpassen und ändern muss. Darüber hinaus finden sich Hinweise und Anregungen, wie ein solcher Änderungsprozess ablaufen kann und welche Erfahrungen und Ratschläge sich aus den nachfolgenden Unternehmensbeispielen dieses Herausgeberinnenbandes ableiten lassen.
Chapter
Im Zuge von IT@Motion als Kulturbewegung in der Telekom IT hat Agilität mit voller Kraft Einzug gehalten, etabliertes Verhalten stark hinterfragt und organisatorische Umstrukturierungen initiiert. Durch ihre zentrale Rolle als Digitalisierungstreiber gilt die IT als einer der maßgeblichen Vorreiter für einen agilen Paradigmenwechsel im Konzern Deutsche Telekom, der mit Unterstützung von HR bereits zahlreiche Agilitätsinitiativen für Beschäftigte hervorgebracht hat. Im vorliegenden Beitrag tritt das HR Business Partner Team der Telekom IT stellvertretend für die Funktion HR ins Scheinwerferlicht. Es wird erläutert, wie ein fundamentales Umdenken im Team stattfindet und mit welchen personellen und organisatorischen Maßnahmen agiert wird. Am Beispiel von zwei exemplarisch ausgewählten agilen Weiterbildungsinitiativen, die HR Learning Journey und Scrum Master Academy, wird funktionales Handeln von HR zwecks cross-funktionalem Wirken plastisch. Abgerundet wird der Beitrag durch persönliche Leitgedanken und anstehende Planungen bei der Gestaltung der agilen Transformation aus der Perspektive als Personalerin.
Article
Full-text available
Background & Purpose: The role of line managers is vital and undeniable in realization of the linkage between HRM practices and performance. The specifications of that role have not received sufficient scrutinization in previous local studies. In this study, for the first time, by applying a new theoretical model and a new method, in National Oil and Natural Gas Company, we tried to deeply investigate the role of line managers in HRM black box, identify their challenges in fulfilling their practical roles, and prioritize the importance of each challenge
Article
Full-text available
The purpose of this article is to extend the bundles of corporate governance theory and propose the role of corporate debt in determining the governance structure of a company. This research intended to answer some questions have been put forward by scholars to explain the interrelationship between debt, corporate governance, and agency costs: (i) what exactly is the disciplinary role of debts? (ii) how is governance structure influenced by the debt level? and (iii) are extremely high debt ratios required? Previous works have looked at interrelations between debt, corporate governance, and agency costs in isolation result in inclusive findings. However, we argue that debt level is a key determinant of the effective governance structure that maintains agency costs at the optimal level. Based on the governance bundle theory, we contribute to the literature by introducing a new model (over-governance model) that suggests financial leverage as a critical contingency linking governance bundle and agency costs. Also, it provides a clear picture on the different type of agency costs. Our paper provides a theoretical framework to guide further studies and provide important implications for the board, corporate management, and regulators.
Chapter
This chapter provides the reader with an overview of FinTech cultures and organizational design applied to financial service providers in response to FinTech disruption. It makes the important point that, in order to successfully analyse the FinTech innovation revolution, one must also consider relations between FinTech with corporate culture and organizational changes. Literature to date has so far largely neglected the importance of corporate culture and organizational design for financial service providers in the context of FinTech disruption but we show in this chapter their relevance and importance by establishing a framework from which such relationships can be understood.
Article
Full-text available
En consultant les recherches de nombreux spécialistes en sciences de gestion, il a été constaté, au fil des années, une valorisation sans cesse grandissante pour les ressources humaines (RH) en entreprise. Non seulement le rôle et l’importance de ces RH a changé, mais elles sont devenues des actifs stratégiques. Ce qui accorde, encore plus d'importance aux RH et à la GRH. Longtemps regardée comme une activité de support aux autres fonctions de l’entreprise, la GRH représente maintenant un outil stratégique qui permet à toute entreprise de se démarquer de ses concurrents. L’évolution des mentalités, le développement technologique ainsi que les erreurs du passé ont permis à la GRH de devenir un domaine extrêmement important dans les organisations. D'ailleurs, depuis quelques années, les pionniers de la discipline de GRH semblent de plus en plus s'accorder pour affirmer que la GRH constitue désormais un élément essentiel dans l'atteinte des principaux objectifs organisationnels. La GRH a intéressé, depuis quelques années, les débats scientifiques en sciences de gestion. Elle reste une discipline relativement jeune parmi les différentes branches de la gestion. Afin de comprendre davantage les théories et les pratiques actuelles concernant la GRH, il est intéressant de définir les principaux concepts et de se pencher sur les grandes phases de son histoire. Afin d’apporter une vision objective, claire et synthétique, on s’est appuyé sur sur une revue de la littérature structurée et approfondie et ce en consultant les principaux ouvrages, publications scientifiques, rapports, thèses et magazines spécialisés dans le domaine.
ResearchGate has not been able to resolve any references for this publication.