The transformation of the human resource function: Resolving the tension between a traditional administrative and a new strategic role

The dynamic nature of HRM implementation: a structuration perspective

“…The second contribution that this paper makes is by theorising the roles organisational actors play in the implementation process of HRM, we have provided more accurate insights into the HRM function (Beer, 1997;Guest, 1987;Valverde et al, 2006). Analytically, structuration theory looks at all actors equally, and does not distinguish between top manager, HRM professional, higher-, middle-, or first-line manager, or employee.…”

“…Firstly, by uncovering the dynamics of the HRM implementation process we add to the HRM-as-a-process debate (Bowen & Ostroff, 2004;Ostroff & Bowen, 2016). Secondly, by revealing organisational actors' roles we extend the literature on the role of not only line managers (Gilbert et al, 2011;Guest & Bos-Nehles, 2013;Nehles, Van Riemsdijk, Kok, & Looise, 2006;Trullen et al, 2016), but also of the broader HRM function (Beer, 1997;Valverde, Ryan, & Soler, 2006). Finally, by demonstrating the process through which new behaviour becomes incorporated within organisations we contribute to insights in the intended-actual-perceived HRM debate (Khilji & Wang, 2006;Makhecha et al, 2016;Piening et al, 2014;Wright & Nishii, 2013).…”

The Importance of Strategic Competence in HRM: Evidence from Austria, Czech Republic, Hungary and Slovakia.

“…Strategic human resource management (SHRM) developed as organisations have identified investments in human resources as a source of competitive advantage and therefore a strategic asset (Beer 1997) and in response to the need to manage employees in a fastchanging business environment (Schuler & Jackson 2005;Boxall & Purcell 2008;Kramar, 2014). It is argued that that multiple roles and competencies required from HR managers make it more challenging comparing them to colleagues from other areas such as finance, accounting, and marketing (Becker & Huselid 2006).…”

“…One of the factors considered to have an impact on successful HRM integration are, naturally, HR managers themselves. It is considered crucial that HR managers have profound operational as well as strategic knowledge of HR and the supporting processes (Beer 1997). This requires HR managers to be prepared for necessary changes and adopt more of a business partner role (Ulrich & Brockbank 2005) concomitant with understanding how HR fits with, and supports, the organisation's processes.…”

“…HR professionals are struggling to make their stakeholders (top executives and colleagues) recognise the value of their work (Lemmergaard 2009). A broad work experience may provide the level of www.ieeca.org/journal 4 business acumen necessary to be a credible participant at senior management strategic decision-making level (Beer 1997;Ulrich 1997). This assumption is confirmed in a qualitative study by Sheehan (2005).…”