Perceptions of the value of the HR function

Abstract

This article explores the added value of the HR function as it is perceived by three groups of managers: top managers, HR managers and line managers. Despite the fact that literature about strategic HRM focuses almost exclusively on the value of the HR function as a strategic partner, it was assumed that its perceived value for the business would not be restricted to the area of strategy formulation and implementation. Several 'result domains' can be distinguished in which the HR function can deliver value to the business. Based on our review of the literature, the degree of strategic involvement of the function was used as a second perspective to investigate its perceived added value. To examine our propositions, a qualitative study was carried out in which 97 HR managers, 38 top managers and 178 line managers participated. The results confirm our thesis that the perceived value of the HR function contains more than just the fulfilment of its role as a strategic partner. Based on our results, an integrated model for the perceived value of the function has been developed.

A Comparison of the Ability Level of Human Resource Roles and Their Perceived Importance among HR Professionals in the Malaysian Government Linked Companies (GLCs)

“…As such, the primary role of this relationship building is to create an employee-friendly environment which is committed to the success of the employee's well-being. Buyens & De Vos (2001) found that the extent to which HR is perceived as a business strategic partner is contingent to the perceived value of this Employee Advocate role within the organization. The key element is to ensure that the employees receive a fair hearing.…”

Strategic HR in Higher Educational Institutions in Malaysia and Denmark

“…Discussions about the HR role were mainly based on Ulrich's concept of multiple HR roles. A vast number of researchers in this area such as Beatty and Schneier [10], Brockbank [11], Buyens and De Vos [12], Langbert and Friedman [13], Truss [14], Marler [15] and many more used Ulrich's model in their discussions. According to Ulrich [9], there are four key HR roles, namely administrative expert, employee champion, change agent and strategic partner.…”

“…In decision making, Laabs [24] believes that the opportunity to be elected to the board of directors should be taken by HR professionals, in order to understand better the direction of the organization. This is because the value of HR functions is believed to be dependent upon their integration with different areas of the organization [12]. Since different departments have different objectives, it requires the HR department to "think strategically and creatively" [25] (p.13).…”

Promoting teacher's professional development

“…This was to be expected, since this is the most 'traditional' role of HRM (Biemans, 2001). The biggest differences between actual and desired role fulfilment concern the roles strategic partner and change agent, which seems also to be the case in other organisations (Biemans, 2001;Buyens & De Vos). The employee champion is fulfilled least and the difference between actual and desired role fulfilment is minimal.…”

“…In fact, playing the employee champion can even be seen as an important strategy when taking on the role of strategic partner. In organisations in general, HRM managers and officers have to do their best to convince management about the added value of HRM policy and practices (Biemans, 2001;Buyens & De Vos, 2001). If HRM can show management how teachers can be motivated to contribute to the changes and show teachers how they can thereby develop themselves -in other words, play the role of change agent too -then the HRM department can make the added value of the new policy clear.…”