In search of the changing role of the corporate human resource function in the international firm

There has been considerable research on the issues of board-level representation by personnel/HR directors and senior HR managers' involvement in strategic decision making. Since the early 1990s there has been a growing interest in international HRM, reflecting the growing recognition that the effective management of human resources internationally is a major determinant of success or failure in international business. There is also evidence that HR constraints often limit the effective implementation of international business strategies. More recently, it has been argued that the more rapid pace of internationalization and globalization leads to a more strategic role for HRM as well as changes in the content of HRM. Yet, while there have been some attempts to integrate international corporate strategy and human resource strategy, surprisingly, the role of the corporate human resources function has been neglected, particularly in the context of the international firm. This article seeks to redress the balance. The question addressed is: what is the role of the corporate HR function in the international firm? To answer these questions empirical research was conducted in thirty UK international firms. We found an emerging agenda for corporate HR in international firms which focuses on senior management development, succession planning and developing a cadre of international managers. We conceptualize this as a strategic concern with developing the core management competences of the organization, and argue that it can be usefully analysed from the perspective of the learning organization.     

Managing the HR dimension of international project operations

While much is known about the role of HRM in achieving positive outcomes in foreign subsidiary and international joint venture contexts, there has been a paucity of research into HRM issues in international project operations. In this paper, we develop an analytical framework to demonstrate the HR activities of each stage of the international project lifecycle, drawing upon supporting data from a study of Australian firms in international development projects. The discontinuous, complex and unique characteristics of international projects produce distinct IHRM challenges: for the supplying firm, particularly staff deployment and HR planning; and for project workers, in terms of career trajectory and job security.     

基于伦理视野下企业并购中的人力资源整合框架

并购后人力资源的整合是企业并购成功不可缺少的重要环节。由于存在诸多影响并购成功的HRM因素,以及人力资源管理者在遵守多元化的伦理原则的同时需要承担一些特定的角色,使得在并购前后、在人力资源管理中出现伦理困境。因此,可以从价值、文化两个层面来分解HRM整合的实现框架。HRM价值整合需要综合考虑HRM伦理动因、冲突、风险。HRM文化整合则需要在企业文化冲突的背景下,从员工选拔、培训、绩效、薪酬等方面进行文化整合,并在HRM战略下建立统一的社会责任文化。两个层面的整合都需要进行HRM伦理实践。     

Challenging ‘strategic HRM’ and the relevance of the institutional setting

One of the more fundamental aspects of the ongoing debate about the added value of HRM relates to ‘best’ practice versus ‘best‐fit’. Best practice suggests the universal success of certain HR practices, while best‐fit acknowledges the relevant impact of contextual factors. We argue that differences in embeddedness and in institutional settings between, for example, countries affect the nature of HRM. To understand this phenomenon, we are in need of additional theory. In this article we will use the theory of new institutionalism as a better way to understand the shaping of HR policies and practices in different settings. After a concise review of the latest debates in the area of strategic HRM, in which the resource‐based view is the dominant perspective, we turn to an analysis of HRM in different institutional settings, which suggests the need for additional theory: ie new institutionalism. We offer propositions to explain the impact of different institutional mechanisms, including coercive, normative and mimetic ones, on the shaping of HR policies and practices in organisations. The remainder of the article then focuses on possible implications for practitioners, theoretical implications for future research, and challenges for strategic HRM.     

Internationalization as a determining factor of HRM outsourcing

This paper examines the effect of company internationalization on the practice of outsourcing HRM functions in Greece. It holds the assumption that HRM outsourcing is perceived as an innovative practice and that foreign multinationals (MNCs) will use this practice more than native ones do. In doing that, the study aims at examining whether ‘diffusion’ of loosely- regulated management practices such as HRM outsourcing, is sustained by foreign multinationals. The findings of the 2000 CRANET survey are presented to show that HRM outsourcing is used to a lesser extent in Greece than other Western economies. Then the hypothesis that MNCs outsource more HRM services than Greek companies do is tested. The analysis draws upon the findings of a survey addressed to HR directors of both foreign multinationals and Greek companies. A significant difference is found in the extent of HRM outsourcing between Greek companies and foreign multinational subsidiaries. This is adequately explained through the comparison of the way HRM is conducted in Greek each type of company, as well as the segregation of the Greek market for HRM services. The paper adds to the discussion on the role of multinationals in the diffusion of innovative managerial practices, as well as to the HRM convergence–divergence debate.     

Desired goals and actual outcomes of e‐HRM

Much discussion exists in the academic literature about the potential goals of e‐HRM, but few scholars have looked at whether these goals are actually realised and what factors have an impact on this. This study examined the goals stated by organisations for the introduction of e‐HRM, whether these goals were actually achieved, and the factors affecting this through ten case studies in a range of UK organisations. The results demonstrated that e‐HRM is introduced in order to improve efficiency, service delivery, standardisation and organisational image, to empower managers and transform HR into a more strategic function. Efficiency, service delivery and standardisation goals were commonly realised. Some evidence of a transformational impact of e‐HRM was found, as the HR staff had more time and information to support the organisation in achieving its business strategy. However, no evidence was found of an actual increased involvement of HR in business decision making.     

The changing face of HRM: in search of balance

Current models of HRM suggest that expectations about HR roles are changing as organisations are striving to make the HR function leaner and more ‘strategic’. In our article we explore the changing roles of HRM as they are perceived by different stakeholder groups within the HR profession through the medium of a study examining the diffusion of the concept of ‘the thinking performer’ launched by the Chartered Institute of Personnel and Development in 2002. We explain how the concept of business partnering dominates respondents' talk about HR policy and practice and raise questions about the impact of this in terms of HRM's relationship with employees, employee well‐being and the career paths of HR professionals. We argue that the profession needs to reflect seriously on the consequences of a dominant business/strategic partner framing of HR work, which fails to address the duality that has historically always been inherent in HR practice. We conclude that there is a need for a more balanced HR agenda addressing human and economic concerns in current and future models of HRM.     

When good HR gets bad results: exploring the challenge of HR implementation in the case of workplace bullying

Research on the relationship between HRM and organisational performance has highlighted a gap between intended and implemented HR practices. However, this gap has rarely been explored systematically, and the consequences of the effectiveness of the implementation process for relevant outcomes remain poorly understood. This article addresses this issue by examining the process and quality of HR implementation. Drawing on a model of HR implementation, it presents a detailed case study of the implementation of HR practices relating to workplace bullying. Findings reveal that while the policy reflected best practice, implementation was uneven, resulting in persisting high levels of bullying which negatively affected staff well‐being and performance. The results indicate that it is misleading to look just at HR practices, and that even ‘best HR practices’ are unsuccessful unless implemented effectively. It is argued that a greater focus on HR implementation will improve our understanding of the HRM – performance relationship.     

Human resources roles: ideal versus practiced: a cross-country comparison among organizations in Asia

Human capital and its associated principles of talent management are sound platforms on which to leverage a company's fundamental resources to attain corporate goals. Unfortunately, the importance of human resource management (HRM) within organizations is often overlooked. The fundamental problem observed by many researchers in the HRM field is the discrepancy between what are considered ideal HRM roles and what is actually practiced by HRM managers. To understand the current human resource (HR) philosophy and the specific roles practiced by HR professionals among Asian companies, a survey was conducted with 377 HR managers in four Asian countries – India, Indonesia, Malaysia, and the Philippines. Our research has shown and, hence, reiterated the sense that there are considerable differences between the current HR functions as practiced and the ideal HR functions, as indicated by the survey respondents. In addition, the survey results have identified significant differences among countries, especially in areas such as strategic practices and the roles of HR managers. Differences between practice and ideal in HR administration are also observed at different levels of management. It was also observed that differences among countries exist depending on the type of organization, the size of the organization, and whether the HR managers work for HR departments or for other functional departments.     

The evolving Portuguese model of HRM

In Europe, despite the process of European integration and the globalization of world markets, considerable differences can still be detected in the way organizations manage people and the role played by the HR function. But, while there has been considerable debate over the introduction of HRM in countries like the UK, less attention has been paid to countries like Portugal where the role of HRM remains under-researched. This paper reports the findings of a project aiming to make sense of the concept of HRM in Portugal. Results from a survey of companies found an extensive use of the HRM label among Portuguese organizations. The function seems to have gained some influence at the top and reached some degree of strategic integration, but there is an apparent reluctance to devolve HR responsibilities to line managers. The HR function appears to be playing the specialist role as a means of overcoming the credibility gap. Based on the findings of the current and previous research, an attempt is made to outline a Portuguese HRM model.     

Ready for the mantle? Australian human resource managers as stewards of ethics

In recent years in Australia, interest in business ethics has increased among managers, management educators and the public who observe the behaviour of organizations. This has been reflected in the literature of management education by an increased attention to the ethical implications of management practice. In parallel, human resources management in Australia has continued to evolve as a field, and to press its claims as a profession. This is reflected by ongoing debate in the literature about the HRM role. Advocates of an expanded role for HRM claim that HRM initiatives and practices have a strategic impact on organizations, and should accordingly be recognized at senior management levels. However, these claims for an expanded role for HRM have not been accompanied by an increased discussion of the ethical implications of the HRM role. The need for such discussion is highlighted by a survey of HR managers in Australia, which found a high level of disagreement among HR managers on a wide range of ethical issues. Even where questions related to perceptions of fact rather than the expression of attitudes, a high level of disagreement was revealed. If this is the case, it should not be taken for granted that there is a ready consensus among HR managers when it comes to translating ethical principles into organizational practice. The importance of this conclusion is indicated by another finding of the study: where organizations have undertaken initiatives on ethics, there is a high degree of involvement by HR staff.     

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

The 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.     

An exploration of the HRM values of Chinese managers working in Western multinational enterprises in China: implications for HR practice

This paper qualitatively explores the nature of human resource management (HRM) values of local Chinese managers working in Western-based multinational enterprises in China and also considers how these values are associated with preferences for HR practices. The study involves the use of repertory grid interviews with 36 local Chinese managers. The study shows that interviewees reflected a high level of assimilation and internalization of many Western HRM values. Interviewees also retained many traditional Chinese values, thus highlighting the role of institutional and cultural forces on HRM. However, among these local managers, there was clear decline in some traditional Chinese values, such as ‘harmony’ and ‘virtue’. A further interesting finding was the co-existence of paradoxical values of collectivism and individualism among the managers. Analyses of repertory grid data and interview comments also highlight that preferences for HR practices is associated with these underlying HRM values.     

Disengaging from engagement

Two basic approaches to engagement are contrasted. Work engagement relates to an individual's psychological state of mind while at work. The problems with this and its limited relevance to HRM are considered: its concern with a minority of employees, the way non‐engaged staff are portrayed, the airbrushing out of conflict and the pernicious use of positive psychology. Employee or behavioural engagement is more relevant to HRM and employment relations but suffers from a lack of definition and a failure to specify the components that are associated with higher levels of employee engagement. It is usually a‐contextual and lacks the subtlety of earlier work on HR and performance, while covering the same ground. Problems remain with research seeking to show the connections with financial performance. Boiling engagement measures down to one score is particularly worrying. The management of employee engagement in the UK National Health Service illustrates that properly constructed studies of employee engagement can inform policies and practices to improve work relations, employee well‐being and aspects of performance.     

Contracts,compacts and the common law Some problems with New Right theories of human resource management Contracts,compacts and the common law

The study of HRM in Spain is flourishing. We have seen the major international journals begin to reflect the work of Spanish academics in this area. The standard is high and the international network of Spanish scholars is increasingly developed. This paper attempts to review the work that is published in English and to see how Spanish HRM systems are represented externally. It tries to locate the discussion of the HRM research in Spain within its academic and social context. The authors argue that there are some characteristics marking this debate and development, which suggest that the study of HRM in Spain is hugely Americanized in terms of methods and content. The lack of synergies with sociology and political economy are evident. Moreover, the shortage of rigorous qualitative research, apart from that on employment relations and the sociology of work, raise some serious issues. The manner in which a discourse of HRM in Spain has evolved leaves many questions and issues unaddressed. While evaluating what we believe to be a relevant selection from HRM publications on Spain in English by Spanish authors in the last 15 years we do not attempt to present them all here. Instead, we try to isolate some representative articles. In sum, the paper aims to fill a gap in the Spanish HRM literature by studying the main debates, the research issues that are given priority and the methodological options. As a conclusion, we can say that it is necessary to encourage academic discussions regarding the features of the management of HR in Spain. In this sense it should be noted that the mainstream HRM approaches formulated in American Business Schools do not necessarily fit within the Spanish context.     

Downsizing and the changing role of HR

This paper examines the changing role of HR in the specific context of downsizing. It highlights the key dilemmas facing HR professionals - on the one hand, the contribution of HRM to the achievement of business results has come under increasing scrutiny and, on the other hand, most of the challenges of downsizing are people-related issues that require sophisticated HR interventions. The paper reports the key findings of a pilot study conducted in sixty organizations in the UK that downsized in the last three years. The key conclusion of the study is that the role of HR has become wide ranging, covering the strategic as well as implementation aspects. The clear message from the study suggests that, unless there is alignment between the two aspects, the envisaged benefits of downsizing are unlikely take place. Key challenges facing HR professionals are managing middle managers, managing careers and managing employee expectations. There are indications to suggest that the process role of HR is likely to become more important in the medium and longer terms.     

Variability in HRM implementation among line managers and its effect on performance: a 2-1-2 mediational multilevel approach

Over the last few decades, a substantial body of research has examined the relationship between human resource management (HRM) and performance. However, little attention has been given to the implementation of HRM, although an HR policy can be implemented in various ways within an organization. In addressing recent calls in the literature to examine this issue more closely, we study the role of line managers in implementing HRM and the influence of employees' perceptions of HRM. In a multilevel study of 315 employees and 41 line managers drawn from various work-units of a Dutch municipality, we tested whether HR practices, as implemented by line managers, affect employees' perceptions of HRM and whether these perceptions in turn relate to perceived unit performance. The analysis shows that implemented HR practices differed between work-units. More specifically, our study shows that these differences can be explained by a line manager's leadership style. Moreover, our findings indicate that employees' perceptions of the HR practices implemented mediate the relationship between the HR practices implemented by line managers and perceived unit performance. These findings contribute to our understanding of how HRM affects performance.     

HRM and front line managers: the influence of role stress

With front line managers (FLMs) being critical in the delivery of human resource management (HRM) we would benefit from a better understanding of how and why these managers execute their human resources (HR) responsibilities in the way that they do. Without such knowledge we cannot fully identify the factors that contribute to the known gap between intended and implemented HRM and mediate the relationship between HRM and organizational performance. Yet FLMs have been largely overlooked in many studies of line management-HRM with very few employing a role-theoretic framework. To address this, interviews were conducted with FLMs in the retail industry to examine the relationship between their work role stressors and their implementation of HRM. FLMs were found to experience role overload, role conflict and role ambiguity, and in accordance with process role theory, engaged in role-making as a response. This resulted in FLMs deviating from intended HRM whereby role overload and conflict often brought about a renegotiation of the more intangible or costly HR policies, whereas role ambiguity undermined their ability to consistently and confidently implement HRM. The paper concludes by arguing that FLMs and their experiences of role stress are critical to our understanding of the gap between intended and implemented HRM.     

Metrics: HRM's Holy Grail? A New Zealand case study

What gets measured in business is noticed and acted on. The importance of human resource management (HRM) to be noticed as a vital key to business success has been argued profusely by the HRM profession over the last three decades. While the importance of human resource (HR) measurement is not disputed by business managers, the search for meaningful generic HR metrics is like HRM's Holy Grail. The purpose of this research is to investigate the issues confronting a sample of business organisations concerning measurement issues. It examines the current measurement practices used and their HR measurement needs. Developing appropriate HR measures, in terms of adding value, allows organisations to refocus their resources for leverage. Inappropriate measures simply encourage inappropriate behaviours not in the long‐term interests of the business. We know that HRM is less prepared than other business functions (like finance or management information systems) to quantify its impact on business performance. Our results suggest that HR metrics as the Holy Grail of HRM remain elusive. This research signals the importance of developing relevant and meaningful HR measurement models, while acknowledging that the actual metrics used (unlike accounting measures) may vary from business to business.     

Mind the Intended‐Implemented Gap: Understanding Employees’ Perceptions of HRM

This study aims to shed light on the implementation of HR practices as a key piece of the human resource management (HRM)–performance puzzle. Although the literature suggests that discrepancies between the organization's intended and implemented HR practices are essential to understanding employees’ perceptions of and reactions to HRM, little attention has been devoted to this issue. Drawing upon a multiple‐case study of German health and social services organizations, we therefore explore the linkages (and potential gaps) between intended, implemented, and perceived HR practices. Our study provides new insights into the underlying mechanisms of this relationship, highlighting an organization's ability to leverage its resources as playing a crucial moderating role in implementing intended HR practices, while employees’ expectations of HRM moderate the link between implemented and perceived HR practices. We advance a set of propositions that contributes to a more nuanced, multilevel understanding of the complex phenomenon of HRM implementation. © 2014 Wiley Periodicals, Inc.