Evolution of a Strange Pathology: HRM as a Strategic Business Partner and Employee Advocate in the USA

Stark, Ernie; Poppler, Paul

doi:10.1007/s10672-016-9282-0

Cited by 5 publications

(10 citation statements)

References 46 publications

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“…Against this background, our study departs from the insight that ideas of "best practice HRM" are not just value-free or objective suggestions for a "better way of doing things," but vehicles for transporting implicit HRM beliefs and for promoting a certain HRM knowledge as indispensable (Wright, 2008;Phillips and Di Domenico, 2011;Francis et al, 2014;Heizmann and Fox, 2017;Stark and Poppler, 2017). Ultimately, they are means by which HR intends to legitimize itself in the organization (Legge, 2005;Keegan and Francis, 2010;Heizmann and Fox, 2017).…”

Section: Introductionmentioning

confidence: 94%

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HRM as an ongoing struggle for legitimacy

Mahadevan

Schmitz

2020

BJM

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PurposeThis study shows how presumed “HR-trends,” such as the recent promotion of Employee Experience (EX) design, are never value-free ideas of a presumably objective “best practice”, but rather a vehicle for legitimizing HR in the organization, and investigate the implications.Design/methodology/approachThis study is rooted in critical HRM studies. Our methodology is the critical discourse analysis (CDA) of online job postings concerning “EX-positions.”FindingsEX is a new vehicle for HR's ongoing struggle for legitimacy. By repositioning HR managers as “EX-designers,” it promises to integrate the previously conflicting roles of HR as advocate of the individual employee and as strategic partner on the organizational level. Yet, it also raises the question of what is at stake for HR and might even decrease the organizational involvement of HR.Research limitations/implicationsThis study highlights the relevance of a critical HRM perspective for moving beyond disciplinary blind spots. It shows the value of CDA for gathering insights into the hidden assumptions underlying HRM theory and practice.Practical implicationsEX design has been put forward as a new best-practice HR trend, promoting the relevance of HR in the organization. This paper shows that this trend is associated with potential gains as well as with potential losses. Practitioners need to be aware of these risks in order to increase the likelihood for a positive impact when implementing EX design.Originality/valueThe authors show how HR trends, such as EX, are manifestations of HR's ongoing struggle for legitimacy. Specifically, the authors uncover the legitimization agenda underlying EX, its implications for HR roles and responsibilities and the knowledge claims associated with it.

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Section: Introductionmentioning

confidence: 94%

“…They should ask questions such as: whose interests does HR serve (e.g. Stark and Poppler, 2017)? How does HR relate to other corporate functions such as marketing, project management or line management (Caldwell, 2008)?…”

Section: Practical Implicationsmentioning

confidence: 99%

HRM as an ongoing struggle for legitimacy

Mahadevan

Schmitz

2020

BJM

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“…In this way, with principled and preventive action, the harmful consequences of injuries can be minimized. Hence, researchers and experts such as Aburumman et al (2020), Stark and Poppler (2017) and Safari et al (2015) have introduced models for organizational diagnosing. In these models, organizational diagnosing has been studied and evaluated from different angles, including the diagnosing of HRM performance.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Based on this model, human resource performance management programs and activities are continuously reviewed and evaluated because the purpose of this model in diagnosing is to improve employee performance with the aim of solving current performance problems and preventing future problems and challenges of strategic performance. In a specific classification based on Stark and Poppler (2017) model, based on Figure 2, the diagnosing of HRM performance can be divided as follows:…”

Section: Literature Reviewmentioning

confidence: 99%

Diagnosing of human resource performance management based on lack of ambidextrous learning themes: a case study of public Iranian banking system

Hadji

Gholizadeh

Naghavi

2022

IJOES

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Purpose With drastic changes in the external environment, many organizations today cannot continue their activities and create sustainability in achieving long-term goals without having carefully designed and coordinated systems with each other. The human resource performance management system is considered as one of the most important process pillars of any organization that without any specific strategic mechanism, such as inclusive learning, faces challenges and harmful conflicts. The purpose of this study is to diagnose human resource performance management based on the lack of ambidextrous learning themes in the banking system. Design/methodology/approach In this study, theoretical screening based on similar research was used to identify the components (diagnosing of human resource performance management) and research propositions (ambidextrous learning themes). Then, Delphi analysis was used to determine the reliability of research components and propositions by the participation of 13 management specialists and experts. In the quantitative part, the components and propositions identified in the form of matrix questionnaires were evaluated by interpretive analysis by 18 managers of banking system. Findings The results showed that the proposition of lack of strategic tendencies in learning is considered as the most effective theme of ambidextrous learning in reinforcing the damage of strategic incompatibility in the performance functions of human resource management (HRM). Originality/value This result shows that the lack of strategic orientations due to the ineffectiveness in identifying environmental capacities in the banking system in the field of HRM performance is a new challenge.

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“…However, it has been argued that the emphasis on the strategic role for HR practitioners has pushed the pendulum too far towards the interests of organisations and managers, to the detriment of the employees' own interests (Graham and Tarbell, 2006). As Stark and Poppler (2017, p. 2) stated: "[…] it is increasingly difficult to reconcile the HRM professional's endeavor to represent the interests of investors and management, all the while claiming to advocate for employee interests". Ulrich and Brockbank (2005) and Ulrich et al (1997) have pointed out that, within the context of their new-found roles, there is need for HR practitioners to revisit their traditional roles as employee champions or employee advocates.…”

Section: Introductionmentioning

confidence: 99%

Employee advocacy in Africa: the role of HR practitioners in Malawi

Mamman

Rees

Bakuwa

et al. 2019

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Purpose In recognising the weakness of trade unions and the lack of an institutional framework designed to enforce employee rights in an African context, the purpose of this paper is to examine the extent to which human resource (HR) practitioners are perceived to play the role of employee advocate. Design/methodology/approach The quantitative data set is derived from a sample of 305 respondents (95 HR practitioners, 121 line managers and 89 employees) from Malawi. Findings Despite the challenges of the context, HR practitioners are perceived by key stakeholders (including line managers and employees) to be playing the role of employee advocate. Standard multiple regression results indicate that the main factor contributing to the perception that HR practitioners are playing this role is their contribution to “motivating employees”. Research limitations/implications The study was conducted in Malawi. Further research is necessary to explore the generalisability of the findings to other contexts. Originality/value The findings provide an empirical base for future studies which explore perceptions of the employee advocacy role undertaken by HR practitioners in Africa.

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Evolution of a Strange Pathology: HRM as a Strategic Business Partner and Employee Advocate in the USA

Cited by 5 publications

References 46 publications

HRM as an ongoing struggle for legitimacy

HRM as an ongoing struggle for legitimacy

Diagnosing of human resource performance management based on lack of ambidextrous learning themes: a case study of public Iranian banking system

Employee advocacy in Africa: the role of HR practitioners in Malawi

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