Are we there yet? What's next for HR?

Ulrich, Dave; Dulebohn, James H.

doi:10.1016/j.hrmr.2015.01.004

Cited by 279 publications

(317 citation statements)

References 5 publications

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“…HR has different stakeholders; top-manager, frontline managers, safety representatives, and employees with different priorities and expectations of what HR has to fulfil and add different value to HRs contribution (De Winne et al, 2013). According to Ulrich and Dulebohn (2015), HR in the future can connect to a broader business context, to meet needs of external stakeholders. Within the HR department itself, levels of HR expertise, business knowledge, and understanding can develop in different ways and the HR role will vary both across organizations and time (Truss et al, 2002).…”

Section: Discussionmentioning

confidence: 99%

Understanding the Challenges Facing Occupational Health Services in the Swedish Public Sector

Schmidt

Sjöström

Antonsson

2017

NJWLS

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Section: Discussionmentioning

confidence: 99%

Understanding the Challenges Facing Occupational Health Services in the Swedish Public Sector

Schmidt

Sjöström

Antonsson

2017

NJWLS

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“…Recently , Cleveland, Byrne and Cavanagh (2015), and Ulrich and Dulebohn (2015) distinguished among four consecutive phases in the development of HRM, namely (1) HRM administration, (2) HRM practice (the design of innovative practices), (3) HRM strategy (alignment of HRM practices to business strategy) and (4) HRM and context (connecting HRM to the broader context in which businesses operate). The anticipated fourth phase, according to Ulrich and Dulebohn (2015), is driven by an ever-increasing demand to add value to organisations. In future, HRM will only be relevant as a key organisational resource and role player by adopting '… an outside/inside approach where the external environment and stakeholders influence … is recognised' (Ulrich & Dulebohn, 2015, p. 188).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Articles published in scholarly journals, irrespective of a journal's specific focus, not only provide evidence of the development of a discipline but also furnish insight into research trends and foci in a field of study (Casper, Eby, Bordeaux, Lockwood & Lambert, 2007;Watkins & Labuschagne, 1991). A number of recent reviews in the international arena are also beginning to pay attention to the relationship between research on and the practice of HRM (see, for example, Markoulli, Lee, Byington & Felps, 2017;Stone & Deadrich, 2015;Ulrich & Dulebohn, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Research trends in the <i>South African Journal of Human Resource Management<i>

Pietersen

2018

SA j. hum. resour. manag.

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Orientation: A comprehensive framework for research in human resource management (HRM) in terms of fundamental knowledge orientations was found lacking.Research purpose: The aim was to perform a typological review of research trends in the field of HRM, specifically of publications in the South African Journal of Human Resource Management (SAJHRM).Motivation for the study: No previous research in the field of HRM in South Africa adopted a fundamental theory of knowledge.Research design, approach and method: A qualitative design was followed, consisting of a documentary analysis of articles that were published in the SAJHRM for the period from 2003 to 2015. A detailed content analysis of published articles was performed in terms of a number of criteria, namely knowledge type, race, gender, authorship, author contribution and representation according to author institution and country of origin.Main findings: An analysis of a final selection of 289 articles indicated that research in the SAJHRM was mostly on the following lines: research was mostly of the hypothesis-testing (Type II) knowledge type; involved multiple authorship; and was conducted by mostly white, male researchers, based at a relatively few South African academic institutions.Practical and managerial implications: The SAJHRM should, in partnership with the HRM profession, promote and publish research that more prominently addresses the gap between academic HRM and HRM practice, especially in terms of the participatory or action research (Type IV) mode of knowledge generation.Contribution: The present analysis of research trends in the SAJHRM provides a broader and more nuanced perspective on forms of research required for the HRM field in South Africa.

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“…The analytics skills gap, though, is not just in terms of BA professionals (e.g., data-warehousing experts, business and data analysts) but also in terms of business school graduates across disciplines and majors (e.g., marketing, human resources, finance, accounting). Businesses often expect such graduates to use BA tools and apply a BA mindset in various situations (Bhimani & Willcocks, 2014;James, Maringer, Palade, & Serguieva, 2015;Loebbecke & Picot, 2015;Ulrich & Dulebohn, 2015). Despite this recent…”

Section: Introductionmentioning

confidence: 99%