Employee Champion Research Articles

Role of Learning and Growth Perspective in The Mediating Relation of Human Resource Function with Employee Champion: Evidence from The Small Medium Industries

Human resources (HR) is a key factor for achieving company competitive advantage, but research on the competitive advantage of HR is still little to do. As is known, the superiority of HR can be seen from the role of HR as an employee champion. This study aims to analyze the effect of the HR function on employee champions from the perspective of learning and growth as a mediating variable. The research sample consisted of 627 employees form 14 the small medium industries. The sample obtained was 82 employees. This research was conducted using questionnaires and interviews. In making the questionnaire used a scaling technique Likert to measure attitudes, income, and perceptions of people or groups of people about social phenomena that occur. The analytical tool used was SEM-PLS. The findings of the research result found that the HR function does not directly influence employee champions, but after incorporating the perspective of learning and growth as a mediating variable. It appears that the effect of the HR function on employee champions.

Ensuring Emotional Fitness of Healthcare Workers Through Employee Champion Role of Human Resource Management

Objective: The study examines Human Resource champion approach in combating the emotional health problems of healthcare workers. The objectives of the study include identifying the different emotional needs of Health care workers; mapping the various Human Resource Champion roles towards each of the identified emotional needs of the healthcare workers and the different levels of emotional well-being. Methods: Based on a mini review the purpose of the paper is to create a unique synthesis and proposal for utility of healthcare organizations The exploration included terms of search in combination and in particular related to emotional fitness of healthcare workers, COVID-19, HR role in managing employee stress, , workplace stress, employee champion and HR champion. The potential chances of subjectivity in selection of the papers cannot be overlooked though the various databases used for review include Google scholar, Web of Science, Semantic Scholar which provides the most cited work. Results: The study reports a negative influence of pandemic on HCW’s mental health. The identified needs of Healthcare workers during the pandemic include caring, protecting, hearing, preparing and supporting them. The identified needs have been mapped towards the various HR champions ie physical, social, financial, emotional, work-life integration and meaning in work champion. The various practices that were available and were considered feasible have also been evaluated. The fulfillment of the specific emotional needs of HCW’s can lead to emotional well- being at different levels including essentials, belonging, purpose and flourishing. Conclusions: The findings of the study reveal that different employee champions can nurture the specific emotional needs of healthcare workers thereby leading to fulfillment of their emotional well-being at different levels. Some champion roles are more visible (Physical and financial champion) as compared to Work- life integration, Social, Emotional, Meaning in work champions in the healthcare organizations.

How can we build human resources (HR) that deliver value? A systematic literature review of traditional and transformational HR roles

AbstractOver the last two decades, human resource (HR) professionals have been practicing traditional human resource processes in their organizations. However, a good number of HR professionals are struggling to implement a strategic impact on their businesses. They are laboring to shift from old‐fashioned traditional HR practices to transformational processes. This research paper aims to determine the traditional and transformational roles of HR that deliver value to the business when we bridge the gap between them. This study conducts a systematic literature review of articles and books. The study primarily analyzed secondary data, including the previous data derived from prior research studies that the researcher extensively reviewed to understand the traditional and transformational HR roles. This study shows that for HR to deliver business value, the core functions of HR need to integrate and align with the transformational roles of HR, which include HR leadership, HR business partner (HRBP), employee champion, and change agent. Here, a conceptual framework of traditional and transformational HR roles is presented, explaining the linkage between them that build successful HR professionals. The study contributes to the development of the literature on HR.

THDC India Ltd.—Performance Management System

The case is based on the current performance management system (PMS) followed by THDC India Ltd. (THDCIL). It intends to provide inputs about the importance of sound and objective performance management as a key HR subsystem that helps in planning, measuring and integrating performance, contributing towards organizational and business objectives, and developing a collaborative organizational culture. The case portrays an incident of performance review grievance between a superior (Mr Ajay Kumar) and a subordinate (Mr Prashant Kumar) and shows an organization’s struggle to handle an inefficient performance planning claim by a subordinate. Despite creating a clear mandate and SMART (specific, measurable, attainable, realistic and timely) PMS goals, the HR team and employees are continuously showing resistance to discuss and develop SMART KRAs and KPIs collaboratively. It further talks about the issues in the performance planning process regarding goal setting, providing regular feedback and managing performance effectively while actively engaging employees. It also states how an incident about the unsatisfactory appraisal rating of Mr Prashant Kumar led to organizational chaos and employee dissatisfaction. It further provides insights into managing an aggrieved manager using performance review discussion and coaching. It also intends to give students an insight into the different steps in designing and modifying performance management to suit business requirements. The case may help students appreciate the different roles played by HR, such as employee champion, administrative expert, strategic partner and change agent for aligning and achieving individual, team and organizational goals and objectives. They would also gain knowledge and skills to understand the role of HR in designing, executing and managing the PMS by analysing a real-life situation.

Employee engagement in the era of remote workforce: role of human resource managers

The study aims to find the different roles of Human Resource Managers on employee engagement in the era of the remote workforce. With many companies undergoing a digital transformation, the number of employees working remotely across different industries increases. Based on the roles defined by Dave Ulrich Model, the study has developed a framework to determine the HR role – employee engagement relationship. The data has been obtained from the primary source – questionnaire and secondary sources – existing research papers for the literature review. For data analysis, this study has used SPSS software. The results revealed that the various roles of HR Managers under have a significant impact on the practices for remote employee engagement. There were three roles of HR Managers (Employee Champion, Change Agent, and Strategic Partner) with seven variables considered; for employee engagement, five variables were considered for the study. All the variables of HR Roles were found to have a statistical relationship with the different employee engagement parameters for the remote workforce. Thus, indicating that HR Managers have a role in employee engagement. The scope and limitations of the study have also been stated.

Human resource transformation in India: examining the role digital human resource technology and human resource role

PurposeHuman resource (HR) transformation research has not studied the role of digital HR technology and HR role in the context of Indian organisations. To address the gap, the current research aims to investigate the impact of HR role and digital HR technology on successful HR transformation. Further, the research shall investigate the mediating role of various HR roles (i.e. administrative, employee champion, change agent and strategic partner role) on digital HR technology and business outcomes.Design/methodology/approachThe research used a post-positivist methodology using survey method. Data has been collected from 918 executives representing several sectors of Fortune 500 Indian companies. Validated instrument has been used and the collected data are analysed using AMOS and structural equation modelling.FindingsHR transformation using Digital human resource technology (HRT) can significantly enhance business outcome of fortune 500 companies of India if it is mediated by different HR role (strategic, employee champion, change agent and administrative expert). The result also proved that just implementation and adaption of the Digital HRT may not guarantee HR Transformation unless HR optimise the specific role as per the need of the hour.Originality/valueHR transformation research has not studied the role of digital HR technology and HR role in the context of fortune 500 Indian organisations.

Performance implications of the HR business partner model and the mediating role of internal efficiency: a comparison between Germany and the United Kingdom

Ulrich’s framework of the human resource business partner model (HRBPM) suggests that both the strategic HRM roles (i.e. strategic partner and change agent) and operational HRM roles (i.e. administrative expert and employee champion) jointly add value to an organization. To deepen our understanding of the link between the HRBPM and organizational performance, this study jointly examines the influence of strategic and operational roles on organizational performance and introduces internal efficiency as a central mediating mechanism that explains how the HRBPM contributes to organizational success. In addition, we offer an institutional perspective on the HRBPM to improve our understanding of how the HRBPM is designed in different institutional contexts and whether the performance implications depend on the organization’s institutional environment. Based on data from 300 medium-sized and large organizations from Germany and the UK, we found a joint impact of the HRM roles on organizational performance, mediated by internal efficiency. We also found differences in the design of the HRBPM between the UK and Germany; however, we did not find a moderated mediation for the country comparison concerning the performance implications of the HRBPM. These findings improve our understanding of the success of the HRBPM in different institutional contexts.

The adoption of artificial intelligence in human resource management and the role of human resources

Artificial Intelligence (AI), machine learning, and automation are rapidly advancing, significantly elevating the role of IT within business processes. From an HRM perspective, emerging AI-based solutions are increasingly relied upon in terms of processing time-consuming and complex tasks within the HRM functionalities. This study tackles the phenomenon of AI-based applications in HRM diffusion and adoption: specifically, the association between the HR roles emphasised within the organisation and the attitude of HR practitioners toward AI adoption, as well as the significance of performance expectancy, top management support, and competitive pressures as predictors of AI adoption in HRM. The study sample consisted of 186 senior HR professionals drawn from members of the Jordanian Human Resources Management Association. Results revealed that top management support and performance expectancy are significant predictors of the intention to adopt AI, while competitive pressure did not turn out to have a significant association with such an intention. For the HR roles emphasised, a significant positive influence on the intention to adopt AI has been found for the HR role of “change agent”, while the “employee champion” role possesses a significant negative influence in terms of AI adoption. Considering the noticeable research gap in AI diffusion and adoption within HRM, the study findings provide an important contribution to investigating and explaining this phenomenon. It reveals that HR leaders have a positive mindset toward the potential role of AI in enhancing HRM efficiency and quality.

HR Strategic Role in Public Institution and it’s Impact on Employee Satisfaction

<div><p class="1eAbstract-text">The Ministry of Finance believes implementing bureaucratic reforms in human resources are very important in the organization, including at the Directorate General of Debt Management. This study aims to identify and analyze the strategic role folder concept models of human resources according to Ulrich items, namely as a strategic partner, an administrative expert, an employee champion, and a change agent and further to identify and analyze the effect of the strategic role of human resources job satisfaction on employees at the Directorate General of Debt Management. This study is an associative descriptive analysis and using a quantitative approach. The sampling technique used purposive sampling with 178 employees. The method of analysis used in this study is multiple linear regression. The result showed that the strategic role of human resources is still an expert administrative dominant role. Role of human resources as a strategic partner, administrative expert, employee champion and change agent have a significant positive effect on employee satisfaction. The influence of the role of human resources as an administrative expert on job satisfaction is the most dominant than the effect of the role of strategic partner, change agent or employee champion.</p></div>

Human Resource Management Department Development and its Organizational Structures

The purpose of our study represents to determine how HRM’s organizational structures has been changed in the past and where HRM is positioned in present. For obtain theoretical knowledge, we used methods: collecting, gathering, sorting, content analysis, synthesis, comparative and deduction of information. Main sources of obtained information, knowledge represent professional articles and research. Today’s HRM, its position and roles (strategic partner, administrative expert, change agent, employee champion) has undergone five key stages of evolution, changes in organizational structures. At the early stages, HRM was positioned within different departments, as Labor/administrative manager and Welfare officer with roles: administrative expert and change agent. From later to modern stages (Personnel management, HRM and Modern HRM), HRM, by obtaining new roles (change agent and strategic partner), become mostly complected, complicated and managed to operate as separate department, on the same level of importance as financial, strategic, marketing and other departments within organizational structure. Based on todays trend, linked with HR-to-employee ratio, HR ratio per 100 employees year by year decreases, which might cause another important changes to HR department’s position within the organizational structure.

HOW HR PRACTICES AFFECT ORGANIZATIONAL COMMITMENT AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR

The HRM and effective HR practices play an important role for promoting a committed environment and a culture of citizenship. This study is intended to explore the HRM systems’ dynamics and applied HR practices in Lebanese banks and to find their possible link with employee commitment and citizenship behavior. The primary research selected six most representative Lebanese banks. A questionnaire on employee commitment and citizenship behavior was sent to each bank’s HR officers. The questions were derived from the OCQ, ACS, CCS, NCS, and CBS. Direct positive relationship between HR and organizational commitment was not completely verified in terms of the Lebanese bank institutions. The HR-OCB relationship is much more coherent and noticeable especially when the HR role of employee champion emerges. Commitment has a strong relationship with the OCB. Lebanese banks have very promising examples of serious dynamic HRM initiatives that promote employees’ support and recognize their efforts while trying to capitalize on their competences, commitment, and displayed citizenship behaviors.

Perceptual asymmetries in perceived quality ofHRfunction resulting from ownership transformation: A public‐to‐private scenario

Policymakers use privatization to transform a drowning public sector firm into a profitable institution while ignoring its effects on different organizational members. This study advances HR research on ownership transformation and its human resource implications by exploring potential effects of privatization on changes in perceptions of key HR service providers and service receives (i.e., HR and Non‐HR line managers) about the quality of HR business partnership role. This qualitative investigation is based on in‐depth semi‐structured interviews with eight Non‐HR and three HR line managers of a privatized fertilizer company in Pakistan. We proposed that the transformation of ownership positively affects the line manager's perceptions about strategic partner and change agent role of the HR Function. The line managers' perceptions about the expert administrative role remained almost unaffected, while their perceptions about employee champion role of HR Function are negatively affected after privatization. This study has contributed to the existing knowledge by highlighting the role of ownership transformation, particularly privatization in employees' perceptions about the business partner role of HR Function in a fertilizer firm.

Nurse managers: being deviant to make a difference

AbstractWithin healthcare, studies support that nurse manager leadership behaviours positively influence nursing outcomes. However, how this behaviour promotes positive outcomes is less well understood. Integrating a ‘positive deviance framework’ and a ‘model for reflection’, this paper uniquely uncovers positive nurse manager behaviours that deviate from ‘business as usual’ in managing and leading healthcare staff. Applying an interpretivist lens to qualitative data collected from 24 nurse managers from Australia and Seychelles, the outcomes illustrate examples of positive leadership, exemplary performance, and uncommon behaviours and actions amongst nurse managers resulting in positive nursing experiences and positive organisational outcomes. Nurse managers practising positive leadership and taking on an employee champion role, underscore these behaviours. This study contributes to the research of positive outcomes, processes, and attributes of healthcare organisations and their members.

Exploring HRM involvement in CSR: variation of Ulrich’s HR roles by organisational context

The nascent literature around corporate social responsibility (CSR) and human resource management (HRM) suggests considerable involvement of HR in the development and implementation of CSR strategy, but there is a lack of consensus around the extent, contingencies and theoretical assumptions underpinning such an emerging role. This study examines how far and under what circumstances HR is engaged in CSR strategy formulation and implementation. Drawing on data from interviews with 29 HRM and CSR professionals in 16 New Zealand organisations, we found that the CSR–HRM relationship varies according to organisational context, including the stage of CSR development and sector, and according to how far the remit of CSR extends to ‘internal’ as well as ‘external’ considerations. Within a multi-dimensional CSR–HRM relationship and context, HRM is likely to provide considerable strategic and operational input to the development and implementation of ‘internal CSR’, the natural domain of HRM relating to employee development and well-being. Utilising Ulrich’s model of HRM, the analysis also finds evidence of the roles of administrative expert, employee champion and change agent in relation to external CSR, though the focus is more on support than ‘strategic partnership’ in this domain. Hence, the role of HR in CSR is multi-faceted and varies according to organisational contextual factors. The paper concludes with implications for HR management and avenues for further research.

HR Line Manager’s Reflections on HRM Effectiveness through HR Roles and Role Stressors

Abstract The objective of this research is to examine the relationship between HR roles and HR role stressors in determining the effectiveness of HRM. Specifically, the purpose of the study is to examine the link between 1) the HR roles (administrative expert, employee champion change agent, and strategic partner) and HR role stressors (role ambiguity and role overload), as well as HRM effectiveness (strategic HRM effectiveness and technical HRM effectiveness) and 2) HR role stressors and HRM effectiveness. A massive primary survey was conducted which involved 153 line managers from Malaysian manufacturing companies. The data were analyzed through structural equation modelling (SEM) via Smart PLS. The significant findings of the study revealed that the roles of the change agent and strategic partner influence perceived HR role ambiguity while the employee champion role influenced HR role overload and all dimension of HR roles influence all dimensions of strategic HRM effectiveness. Moreover, the employee champion role and strategic partner role influenced technical HRM effectiveness and HR overload influenced technical HRM effectiveness.

MANAJEMEN SUMBER DAYA MANUSIA STRATEGIK: KESESUAIAN ANTARA STRATEGI SUMBER DAYA MANUSIA DENGAN STRATEGI BISNIS

This article aims to examine the new role of human resources, responsible for building organizational capability utilizing external opportunities. The new role of human resources as a strategic partner, administrative expert, employee champion, and change agents in each organization is different, including the heterogeneity or homogeneity of implementation and relations between various roles in question. Methods and approaches in this study using the study of literature. Literature in this study took on a variety of empirical research journals and books that discuss the new role of human resource management. Human resource professionals, often referred to as a business partner, which is narrowly defined as human resource professionals who work with general managers to implement the strategy as a strategic partner. This time understanding the business partners has changed a lot, not only as a strategic partner, but also as an administrative expert, employee champion and change agent. Results of the study also found that there are four levels of conformity (alignment) between the functions of human resources with strategic planning (business) namely administrative linkage, linkage one-way, two-way linkage, and integrative Linkage.

Line Managers’ Perception about Quality of HR Function in Pakistan: A Case Study

This study examined the quality of human resources (HR) function of a not-for-profit health sector organization in Pakistan using four roles of HR Champions Model presented by Ulrich ( 1997 ). We used a survey instrument and conducted semi-structure interviews of 37 HR and line managers. We analyzed quantitative data using conjoint analysis and qualitative data using simple narrative analysis. The findings revealed that the quality of strategic partner and change agent role are the lowest, the quality of employee champion role is the highest and the quality of administrative role of HR is modest. The study highlighted areas requiring attention of HR professionals and researchers to improve quality of HR services.

Sense‐giving in health care: the relationship between the HR roles of line managers and employee commitment

In this article, we examine line manager prioritisation of HR roles and the consequences for employee commitment in a health‐care setting. Our analysis is based on a quantitative, multi‐actor study (509 employees and 67 line managers) in four Dutch hospitals. Using sense‐giving as a theoretical lens, we demonstrate that, in addition to the effects of high commitment HRM, prioritising the Employee Champion role alone and the Employee Champion and Strategic Partner roles in combination is associated with higher employee commitment. We argue that through performing roles that are evocative of deep‐seated values, such as excellent patient care and concern for others, line managers can have a positive effect on staff attitudes. In a sector often beleaguered by staff turnover, exhaustion and burnout, we offer an important, empirically based framework that has the potential to improve employee commitment and, from there, enhance performance.

HR managers in five countries: what do they do and why does it matter?

The 1980s saw the need for change in the organizational role of human resource (HR) professionals, from the traditional employee champion and administrative expert to strategic business partner and change agent. The argument posited was that a more challenging environment compels organizations to turn to managing their HRs as a source of competitive advantage and that means an increasing business partnership for HR professionals. However, very few studies examine the execution of these multiple, sometimes contradictory roles, despite the risk that neglecting traditional roles endanger organizational performance in the long term. This five-country comparative study finds that multiple roles are at least moderately executed, and that these HR roles have different impact depending on the aspect of organizational performance. As well, a more challenging environment, defined here as legal constraints and industry challenges, generally does not have a significant moderating effect on the impact of the different HR roles on organizational performance.

Do line managers’ have ‘linking pin’ in HR roles?

Purpose: The present article aims to identify the possible line managers’ involvement factors in human resource (HR) initiatives and its ‘linking pin’ to the HR roles. In this regard, few factors have been considered pertinent to line managers’ involvement factors in HR initiatives which are desire, self-efficacy, and HR support. Whereas, the considered dimensions of HR roles reviewed are strategic partner, change agent, employee champion, and administrative expert. Design/methodology/ approach : The paper intends to provide a conceptual review of the past literature in the areas of HR roles and line managers and further justify the proposed conceptual framework that will move this work further. Findings: The review also showed that HR devolution to line managers will boost line managers’ participation and responsibility to practice HR roles at the workplace. Research limitations/implications: The main limitation of this review is no empirical evidence provided by the authors to support the literature of the article. All the provided literature is written based on the findings gained from the previous studies. Practical implications: Line managers’ involvement in HR Initiatives can increase the competency diversity among line manager. This in turn can help the organization to operate at high efficiency. Originality/value: There is a notable lack of research conducted to identify line managers’ involvement in HR. Therefore, this article contributes to the literature on the relationship between line managers and HR roles.