Senior Human Resource Managers Research Articles

Verband tussen Organisasiestruktuur en Kommunikasieklimaat

The aim of this study was to determine the nature of the relationship between organisational structure and communication climate. Based on a specific schedule, interviews were conducted with senior human resource managers in six organisations to obtain a of organisational structure. These organisations were chosen for their apparent differences on five structural dimensions. The communication climate within each of these organisations was then assessed by means of a questionnaire. The communicate climate patterns of the organisations were then compared by means of profile analysis. The results seem to indicate that there is indeed a relationship between organisational structure and communication climate. Specifically a more positive climate for formal communication is found with in degrees of structuring.

Benefit of the doubt: the buffering influence of normative contracts on the breach–workplace performance relationship

This study investigates the influence of employees' perception of managerial breach of the normative relational contract (i.e. the psychological relational contract at the group level) on workplace performance. Many employees in Australia are employed on a permanent or continuing basis and have normative relational contracts whose terms are embedded in human resource practices. We use normative relational contract theory to hypothesise that where there is a mutually recognised high-quality normative relational contract – a strong contract – the emotional bonds of loyalty that are developed by collective sense-making constrained negative reactions to breach. We also hypothesise that, where managers offer high-quality contract terms that are not recognised by employees, the failure to elicit loyalty means that breach has negative performance consequences. Panel data are obtained from a two-stage national, multi-source study of employees (n = 1,733) and senior human resource managers (n = 57). Results from hierarchical moderator regression analyses support the hypotheses. They demonstrate that a strong normative relational contract ‘buffers’ employees’ negative responses to breach.

Conformist innovation: an institutional logics perspective on how HR executives construct business school reputations

In this paper, we explore whether Legge’s classic 1970s criticism of human resource (HR) executives as ‘conformist innovators’ is still relevant. Drawing on institutional logics, we analyse HR managers’ rationales for choosing particular university business schools to provide senior executive development. Our mixed-methods study demonstrates that senior HR managers socially construct and enact business school reputations by drawing on strategic rationales. These rationales are embedded in societal, field and organizational logics, especially the extant reputational rankings of international business schools and an ‘ideal’ template of elite business schools. We find that these rationales, and the decisions they evince, tend to confirm the traditional picture of conformist innovation among HR executives. We discuss the implications for the reputation of HR as a profession, their employers and business schools.

Human resource management practices and organizational effectiveness: internal fit matters

Purpose– The purpose of this paper is to test alternative conceptualizations of the relationship between systems of human resource management (HRM) practices and organizational effectiveness. The authors describe a framework suggesting a complex relationship between HRM practices and organizational effectiveness, test this approach empirically in a large sample of US motor carriers, and compare the results to those derived using other approaches prevalent in the strategic HRM literature.Design/methodology/approach– The study used a large scale cross-sectional survey design. In a sample of US motor carriers, questionnaires completed by senior HRM department staff were used as the primary data. The data were supplemented by organizational effectiveness data reported by motor carriers to the US Government.Findings– The results support the general hypothesis that HRM practices enhance organizational effectiveness, provide some evidence that HRM practices can enhance each other’s effectiveness, and underscore the value of theory driven methodological approaches. Specifically, the authors found that HRM system comprising practices that ensure selectivity in staffing, performance-based pay, and enhanced employee opportunity through participation in decision-making result in higher levels of organizational effectiveness. Additionally, the effects of other combinations of these practices varied.Practical implications– This study highlights the need for HRM departments and organizations to approach the strategic management of employees with a systems perspective. The optimal design of an HRM strategy must take into account the various components.Originality/value– This study is one of the first to test the main assumptions of the systems perspective in strategic HRM using multiple measures and empirical approaches for combining HRM practices into systems. Comparison of these different approaches in a single study offers insight into how researchers can test the relationship between HRM practices and organizational effectiveness and provide practitioners more useful approaches for designing HRM systems.

Strategic implications of HR role management in a dynamic environment

Purpose – The purpose of this paper is to consider the impact of human resource (HR) role overload and HR role conflict on the HR function’s involvement in strategic decision making and to examine whether conditions of environmental dynamism moderate the impact of HR role conflict and HR role overload in that relationship. Design/methodology/approach – The authors collected data from two sources, senior HR and top management team (TMT) executives. A total of 180 HR executives and 109 TMT members completed the survey. In all, 102 organisations were included in the sample with matched HR executive and TMT responses. Findings – Results did not support hypothesised negative relationships between HR role management and involvement in strategic decision making but did establish the moderating effect of environmental dynamism, such that these associations were more negative at higher levels of dynamism. Research limitations/implications – The cross-sectional nature of the study precludes making inferences about causality and would need to be replicated with a longitudinal design before stronger inferences could be drawn with regard to the relationships between the variables. A strength of the study however is the use of two sources of data to address the issue of common method variance. Practical implications – The research has implications for the potential value that HR provides in dynamic environments and the risk that HR role conflict and overload pose to the contribution that HR can make during these periods. Originality/value – The research shifts the focus away from the definition of HR roles to considering how these roles are enacted and kept in balance.

정년연장 법제화에 대응하는 기업의 장년인력관리 사례연구

The purpose of this study is to take a look at the cases on managing the senior human resources of business enterprises following the significant number of retirement of baby-boom generation and obligatory retirement age of 60 years of age and present the implication points in policies. With respect to the implication of the company, it would urgently require the introduction of programs with long-term point of view for career management strategy from the time of employment to the resignation, settlement of company leave system called chulhyang, expansion of wage peak system, full-time job transfer support center within the enterprise for retirement management, expansion of various consulting, conversion of paradigm on senior human resource management of top management in the enterprise level. In the government level, it is considered as required for systematic supplementation of the chulhyang system, improvement of support system for employment encouragement fund, expansion of national work capability standard-based senior employment field as well as task development, support for innovation of personnel management system, supply of management manual and implementation of job transfer education for life-time conversion period in the government level.

Cancer beliefs and prevention policies: comparing Canadian decision-maker and general population views

The knowledge, attitudes, and beliefs of key policy influencers and the general public can support or hinder the development of public policies that support cancer prevention. To address gaps in knowledge concerning healthy public policy development, views on cancer causation and endorsement of policy alternatives for cancer prevention among government influencers (elected members of legislative assemblies and senior ministry bureaucrats), non-governmental influencers (school board chairs and superintendents, print media editors and reporters, and workplace presidents and senior human resource managers), and the general public were compared. Two structured surveys, one administered to a convenience sample of policy influencers (government and non-governmental) and the other to a randomly selected sample of the general public, were used. The aim of these surveys was to understand knowledge, attitudes, and beliefs regarding health promotion principles and the priority and acceptability of policy actions to prevent four behavioral risk factors for cancer (tobacco use, alcohol misuse, unhealthy eating, and physical inactivity). Surveys were administered in Alberta and Manitoba, two comparable Canadian provinces. Although all groups demonstrated higher levels of support for individualistic policies (e.g., health education campaigns) than for fiscal and legislative measures, the general public expressed consistently greater support than policy influencers for using evidence-based policies (e.g., tax incentives or subsidies for healthy behaviors). These results suggest that Canadian policy influencers may be less open that the general public to adopt healthy public policies for cancer prevention, with potential detriment to cancer rates.

Exploring the power dimensions of the human resource function

While a large body of literature has investigated the content of human resource management (HRM) practices, this research explores the process through which the HRM function impacts on organisational performance. Specifically, the research explores the reasons for the success or failure of HRM initiatives that have been associated with organisational outcomes and classifies the reasons as dimensions of HRM power. Based on 26 interviews conducted in Australia with senior HRM executives, top management team (TMT) executives and two management consultants, we found that, in order to contribute to organisational performance, HRM professionals can effectively utilise three dimensions of power, namely power of resources, power of processes and power of meaning. The findings offer new insights to the relationship between dimensions of HRM power and organisational performance.

HR Professional Role Tensions: Perceptions and Responses of the Top Management Team

AbstractThe aims of the research are to explore evidence of professional human resource management (HRM) role tensions, the factors that affect HRM role tension, and to consider the impact on management perceptions when role tensions exist. Using a qualitative approach, 25 interviews were conducted in Australia with senior HRM personnel, top management team (TMT) executives, and a management consultant. Findings reveal that the failure of the HRM profession to attract people with a business focus increases HRM role tensions. Respondents report that tensions were reduced when aspects of the HRM role were devolved or outsourced, there was an acceptance of a changed psychological contract, and clearer attempts were made to communicate an agreed‐upon strategic focus for HRM. HRM role bias led to a reduced willingness among TMT members to respect, and communicate with, HRM professionals. The implications of the negative outcomes of HR role tensions are discussed with reference to the power of the HRM function. © 2013 Wiley Periodicals, Inc.

Dispositional Manpower Quality as a Predictor of Personal and Departmental Human Resource Performance

In this study our aims were to identify, in the context of the Chinese business environment, the main components of the professional competence of newly recruited employees that are critical to human resource (HR) performance, and, relative to the prediction of individual and departmental performance, to explore the influences of the identified competencies, and other important human dispositional factors, in terms of supervisors' conscious quality and career aspirations. In Study 1 we conducted in-depth interviews with a representative sample of 13 senior HR managers, in order to identify the key competencies of newly recruited employees. In Study 2 we developed a questionnaire and conducted a survey with 251 HR managers from a variety of enterprises in Taiwan to explore the impact of dispositional manpower quality on performance. We identified key dispositional manpower qualities of subordinates and supervisors and verified the relevance of these qualities in the context of the Chinese workforce. The practical implication of our findings to organizations in China is that organizations should provide more training facilitation to develop these key competencies and dispositional qualities among both managers and new employees.

HRM outsourcing: the impact of organisational size and HRM strategic involvement

PurposeThe aims of this paper are, first, to consider the impact of organisational size and the strategic involvement of the human resource management (HRM) function on the decision to outsource, second, to consider the impact of HRM outsourcing on organisational performance for organisations of different size and where the HRM function has access to positions of elevated political power.Design/methodology/approachThe research examines responses from 441 Australian senior HRM managers who participated in an online survey of a national HRM professional association. The hypotheses were tested using multiple regression.FindingsAlthough results did not confirm the expected relationship between smaller organisational size and increased outsourcing, there was a positive relationship between HRM strategic involvement and the decision to outsource. The relationship between HRM outsourcing and perceived financial performance was positive for smaller firms and negative for larger firms. The positive relationship between strategic HR involvement and organisational effectiveness was also enhanced when HRM activities were kept in‐house rather than when they were outsourced.Research limitations/implicationsOverall, the research findings confirm advantages for smaller firms that seek out external HRM assistance. The results of the study also indicate that there are organisational benefits when an elevated strategic HRM role in an organisation is combined with the decision to develop in‐house HRM activities rather than externalise these responsibilities.Originality/valueUsing political influence theory, the research applies an alternative theoretical perspective to the analysis of HRM outsourcing.

The impact of HR practices, HR effectiveness and a ‘strong HR system’ on organisational outcomes: a stakeholder perspective

This paper explores the general hypothesis that effectiveness of human resource (HR) practices will help to explain the well-documented association between human resource management and performance. This paper adopts a stakeholder perspective, hypothesising that the ratings of HR effectiveness of senior line managers will be more strongly associated with the outcomes than those of HR managers. Furthermore, building on Bowen and Ostroff's concept of consensus as part of a ‘strong’ HR system, it is hypothesised that shared perceptions of (high) effectiveness will be associated with higher performance. This study is based on a sample of 237 matched pairs of senior line managers and HR managers, and measures a range of subjective and objective outcomes. The analysis confirms the association both between more HR practices and higher HR effectiveness and a range of performance outcomes. The associations are mostly stronger for HR effectiveness. There are low levels of agreement between HR and line managers about HR effectiveness and where agreement exists, it is not associated with superior outcomes. This study, therefore, confirms the importance of HR effectiveness, but fails to support any impact of consensus.

Mandatory retirement in the police service

PurposeIt is common for police services to set mandatory retirement ages at a relatively young level. The aim of this paper is to discuss the reasons for, and workforce planning implications of, mandatory retirement within the context of the London Metropolitan Police Service (MPS).Design/methodology/approachThis research is based on in‐depth interviews with seven senior human resource managers and two trade union representatives in the MPS.FindingsWorkforce planning issues shaped managers' perceptions of the need for a mandatory retirement age of 60 for police constables. On the one hand, they were under pressure to increase the number of constables, and the possibility of extending working life was seen as one means to that end. On the other, it was feared that the retention of older police officers would lead to career blockages for younger police constables rising through the ranks.Practical implicationsOwing to labour and skills shortages, MPS managers were looking for ways to encourage older police officers to delay retirement. Innovative practices, such as offering flexible working hours, mentoring roles and pension incentives as alternatives to retirement were identified.Originality/valueThe qualitative data put the discussion of mandatory retirement in police services within the context of workforce planning rather than capability. For police authorities that maintain mandatory retirement policies, raising or abolishing retirement age would change the workforce planning paradigm in which police officers are recruited from, and retire at, young ages.

Mandatory retirement in the police service: the case of the London MPS

PurposeIt is common for police services to set mandatory retirement ages at relatively young ages. This paper seeks to discuss the reasons for, and workforce planning implications of, mandatory retirement within the context of the London Metropolitan Police Service (MPS).Design/methodology/approachIn‐depth interviews were carried out with seven senior human resource managers and two trade union representatives in the MPS.FindingsWorkforce planning issues shaped managers' perceptions on the need for a mandatory retirement age of 60 for police constables. On the one hand, they were under pressure to increase the number of constables, and the possibility of extending working life was seen as one means to that end. On the other, it was feared that the retention of older police officers would lead to career blockages for younger police constables rising through the ranks.Practical implicationsOwing to labour and skills shortages, MPS managers were looking for ways to encourage older police officers to delay retirement. Innovative practices, such as offering flexible working hours, mentoring roles and pension incentives as alternatives to retirement were identified.Originality/valueThe qualitative data put the discussion of mandatory retirement in police services within the context of workforce planning rather than capability. For police authorities that maintain mandatory retirement policies, raising or abolishing retirement age would change the workforce planning paradigm in which police officers are recruited from, and retire at, young ages.

Human resource excellence in software industry in India: an exploratory study

To explore the significant role of human resource practices in Indian software industry, in-depth interviews were conducted with heads and senior human resource managers. The interview questions for this study were structured broadly on human resource practices such as staffing, training and development, performance appraisal and compensation. The sample chosen is based on the software companies listing in NASSCOM annual report (2004-2005). It was observed that to a certain extent large-scale software companies are practising similar human resource practices across the levels/hierarchies. The medium and small software companies have subtle differences in human resource practices that are being practised across the levels/hierarchies.

The influence of business strategy on the decision to outsource human resource activities

PurposeThis paper seeks to examine whether the decision to outsource human resource (HR) activities and the performance of the HR department are influenced by the particular business strategy espoused by the organisation. Four distinct strategies are considered: quality‐based, proactive, breadth, and reactive.Design/methodology/approachThe data for the study were obtained from survey responses from 232 organisations, of which 113 were engaged in HR outsourcing.FindingsThe findings suggest that there is a significant relationship between organisations with proactive strategies and the decision to outsource both traditional and transactional HR functions. Breadth strategies demonstrate a negative significant relationship with outsourcing of traditional functions. Outsourcing of both functions has a significant relationship with HR performance – traditional with a positive impact and transactional with a negative impact.Research limitations/implicationsThe paper focuses on the perceptions, knowledge and experience of senior HR managers. Therefore there are understandable limitations in respect of generalisation. In addition, the impact of HR outsourcing on the performance of the HR department focuses only on the reduction of the number of HR employees from the department.Practical implicationsThe results indicate that HR outsourcing has the potential to empower HR managers, allowing them to focus on strategic activities that add more value to their organisation. Also, the results show that HR reduces actual HR labour costs.Originality/valueThe study applies to a very under‐researched area.

Assessing the impact of a new health sector pay system upon NHS staff in England

BackgroundPay and pay systems are a critical element in any health sector human resource strategy. Changing a pay system can be one strategy to achieve or sustain organizational change. This paper reports on the design and implementation of a completely new pay system in the National Health Service (NHS) in England. 'Agenda for Change' constituted the largest-ever attempt to introduce a new pay system in the UK public services, covering more than one million staff. Its objectives were to improve the delivery of patient care as well as enhance staff recruitment, retention and motivation, and to facilitate new ways of working.MethodsThis study was the first independent assessment of the impact of Agenda for Change at a local and national level. The methods used in the research were a literature review; review of 'grey' unpublished documentation provided by key stakeholders in the process; analysis of available data; interviews with key national informants (representing government, employers and trade unions), and case studies conducted with senior human resource managers in ten NHS hospitals in EnglandResultsMost of the NHS trust managers interviewed were in favour of Agenda for Change, believing it would assist in delivering improvements in patient care and staff experience. The main benefits highlighted were: 'fairness', moving different staff groups on to harmonized conditions; equal pay claim 'protection'; and scope to introduce new roles and working practices.ConclusionAgenda for Change took several years to design, and has only recently been implemented. Its very scale and central importance to NHS costs and delivery of care argues for a full assessment at an early stage so that lessons can be learned and any necessary changes made. This paper highlights weaknesses in evaluation and limitations in progress. The absence of systematically derived and applied impact indicators makes it difficult to assess impact and impact variations. Similarly, the lack of any full and systematic evaluation constrained the overall potential for Agenda for Change to deliver improvements to the NHS.

Interpersonal communication skills that enhance organisational commitment

PurposeThe purpose of this paper is threefold. First, to investigate the interpersonal communication skills that human resource (HR) managers expect managers in supervisory positions possess. Second, to identify which of these skills HR managers expect managers use to engender subordinate commitment to the organisation. Third, the paper aims to investigate what interpersonal communication skills that enhance employee commitment to the organisation are most lacking in managers in supervisory positions.Design/methodology/approachThe approach of the study is a series of in‐depth interviews with 32 senior HR managers in organisations with over 100 staff.FindingsThe paper finds that senior HR managers expected managers to be effective in interpersonal communication focusing mainly on the clarity and frequency of the messages, their ability to actively listen and the ability to lead in a collaborative way. The way messages were sent, especially their clarity, and a leadership style that engendered trust, was of the highest importance when HR managers wanted to enhance employee commitment to the organisation. However, these skills were also the ones found most lacking.Practical implicationsHR practitioners need to consider more explicitly what behaviours are important to promote organisational commitment.Originality/valueThis paper highlights that the interpersonal communication skills that enhance organisational commitment and are most valued by organisations are those that are most lacking in managers. This paper also provides insight for practitioners to the interpersonal communication skills areas that managers need to develop so that their interaction with staff may enhance commitment to the organisation.

Outsourcing of human resource management services in Greece

PurposeOutsourcing is gaining considerable popularity in the field of business services and management. The purpose of this paper is to illustrate the practice of outsourcing human resource management (HRM) functions, such as training, staffing, rewards and restructuring, in Greece.Design/methodology/approachThe analysis draws upon both primary and secondary data. The findings of the 1999 CRANET survey and a study on the companies that offer HRM services in Greece are used to set the frame of analysis. A series of in‐depth interviews with HR managers and senior HRM consultants are used to support the quantitative data.FindingsThe analysis suggests that the Greek market of HRM services is still at an initial stage of development, with limited credibility, while the customers lack the experience of managing outsourcing relations and are reluctant to establish a partnership‐ type HRM outsourcing agreement. Considerable differences are identified between the Greek market for HRM services and those of more developed markets.Originality/valueThe description of the Greek market of HRM services can be useful to vendors and users of HRM services, as well as researchers dealing with outsourcing in small markets.

Responsibilities and roles of boards in nonprofit organizations: The Israeli case

AbstractIn this study, nine roles and responsibilities of boards of directors in nonprofit organizations in Israel are examined and perceptions of these roles and responsibilities by chairpersons of the boards and the executive directors are compared. Four groupings of board roles were found: senior human resource management, maintenance of relationships with the task environment, policymaking, and fiscal management and fundraising. The findings show that in most organizations boards fulfill all these roles and play a significant role in decision making. A significant consensus exists between chairpersons and executive directors in respect to most of the boards' roles, whereas significant differences in perceptions were found in respect to financial matters and maintenance of relationships with the task environment.