HR Transformation: Building Human Resources from the outside                     in

Ulrich, Dave; Allen, Justin; Brockbank, Wayne; Younger, Jon; Nyman, M.

doi:10.1177/0974173920100421

Cited by 62 publications

(77 citation statements)

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“…If economic variation alters HRM dynamics, then questions arise as to how this altered dynamic might change workplace practices and expectations: In short, how does management exploit heightened labour market power, and how does this determine the work of HR managers? For Ulrich et al (2009), the role of HR managers changes through recession, bringing increasing influence in business decisions, but according to Roche and Teague (2012), this arises from short-term retrenchment measures, restructuring or adjustments to working time and pay structures (Cappelli, 2000) practices which have in the Taiwanese national context been found to negatively impact on firm performance (Tsao et al, 2016). Whilst training budgets might also fall victim to wider cuts to HRM (Charlton, 2008;Felstead, 2016), an increase in training could alternatively foster an increase in flexibility amongst labour or indeed job enlargement.…”

Section: Recession Hrm and Performancementioning

confidence: 99%

HRM and performance: the vulnerability of soft HRM practices during recession and retrenchment

Cook

Forde

2016

Human Res Mgmt Journal

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This multi‐method case explores how change in HRM implementation can impact performance metrics in a recessionary climate. Qualitative HR outcome data are mapped against financial metrics to explore adoption of hard‐line HRM practices in a major UK retailer. Despite record profits throughout the recession, the organisation responded strategically to worsening conditions in the labour market, firstly to maintain operational flexibility, but then to opportunistically enlarge jobs and intensify work to help achieve immediate gains in financial metrics, including a gain of 37 per cent in profit per employee over 3 years. These gains were achieved by derailing commitment‐based approaches to HRM, pointing towards the vulnerability of soft HRM systems during times of austerity or retrenchment.

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Section: Recession Hrm and Performancementioning

confidence: 99%

HRM and performance: the vulnerability of soft HRM practices during recession and retrenchment

Cook

Forde

2016

Human Res Mgmt Journal

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“…One is the organizational design of the HRM function (see Ulrich et al 2009 ). Issues that fi gure prominently in this part of the literature include the need to create shared services or centres of excellence; develop more integrated ties between HR and line managers; and revamp organizational architectures to create differentiated workforces.…”

Section: Hrm and Organizational Citizenship Behaviourmentioning

confidence: 99%

HRM, Organizational Citizenship Behaviour and Conflict Management: The Case of Non-union MNC Subsidiaries in Ireland

Teague

Doherty²

2016

Reframing Resolution

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“…Value is defined by the internal and external stakeholders who are the recipients of HR work, such as line managers, employees, and the community (Ulrich and Brockbank, 2005). Line managers are a key stakeholder group since they are charged with defining and implementing strategy and delivering results (Ulrich and others, 2009). In the process of value creation, HR plays a unique and central role in the enhancement of intellectual capital and talent base by building competence and commitment and fostering employee engagement.…”

Section: Strategic Hr Constructsmentioning

confidence: 99%

“…The redesign of HR practices from traditional, transaction-based operations to strategic services requires responsiveness to environmental complexities as well as to stakeholder expectations and needs (Ulrich and others, 2009). In other words, HR strategy is built on a keen understanding of environmental context and organizational strategy.…”

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confidence: 99%

2012

ASHE Higher Education Report

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Setting the Stage: Funding Realities and Talent Resources The Shifting Budgetary Equation Federal Funding and Public Research Universities Research Funding and the New “Business Paradigm” Endowment, Gifts, and Other Revenue Sources External Pressures on Talent Resources Concluding Perspectives Looking Beyond an Administrative Human Resources Department: HR and Institutional Performance The Evolution of High‐Performance HR Systems The Empirical Link Between Strategic HR and Organizational Performance Strategic HR Constructs Application of Strategic HR Principles in Higher Education Concluding Perspectives Strategic HR and Talent Management in Higher Education The Contribution of HR Principles to Talent Acquisition Diversity in the Talent Management Continuum Total Rewards and Talent Management Concluding Perspectives Strategic HR and Organization Development: A Holistic Process The Counterpoint Between Organizational Learning and Organization Development The Crosswalk Between AQIP Principles and Organizational Capabilities The Psychodynamics of Organization Development The Contribution of Employee Relations Programs to Organization Development Performance Evaluation and Organization Development Leadership Development The Vital Role of Employee Assistance Programs Concluding Perspectives Building an Effective and Efficient Strategic HR Operation HR Analytics The HR Audit Entrepreneurial HR Strategies HR as Chief Integrative Leader Concluding Perspectives Recommendations and Implications for Practice Presidents and Boards of Trustees HR Leaders HR Departments HR Departments Looking Forward References Name Index Subject Index About the Authors

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HR Transformation: Building Human Resources from the outside in

Cited by 62 publications

References 0 publications

HRM and performance: the vulnerability of soft HRM practices during recession and retrenchment

HRM and performance: the vulnerability of soft HRM practices during recession and retrenchment

HRM, Organizational Citizenship Behaviour and Conflict Management: The Case of Non-union MNC Subsidiaries in Ireland

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