Top management: the missing stakeholder in the HRM literature

Boada-Cuerva, María; Trullén, Jordi; Valverde, Mireia

doi:10.1080/09585192.2018.1479878

Cited by 36 publications

(33 citation statements)

References 65 publications

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“…We echo the assertion by Boada-Cuerva, Trullen, and Valverde (in press) that HRM research at the TMT level is ripe for advancement in several directions and following such lines of inquiry, is needed to advance our knowledge in this area. First, given that TMTs are responsible for setting organizational policy, it is surprising that more research has not examined their roles in the selection and adoption of HRM practices and systems.…”

Section: The Roles Of Tmts In Hrm Researchmentioning

confidence: 78%

“… 2. We encourage readers to consult a recent, alternate review of literature on TMTs and HRM done by Boada-Cuerva, Trullen, and Valverde (in press). Whereas the current review examines empirical studies that look specifically at the primary roles played by TMTs in terms of our HRM-CPO framework, Boada-Cuerva et al include articles wherein TMTs play a secondary role. …”

mentioning

confidence: 99%

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Putting the “Management” Back in Human Resource Management: A Review and Agenda for Future Research

Steffensen

Ellen

Wang³

et al. 2019

Journal of Management

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Although much research has examined human resource management (HRM), managers’ roles in HRM seem to have been ancillary to this area of research. That is, HRM theory and research largely has advanced with a focus on policies, practices, systems, and their implementation and effectiveness, with less attention focused on the managers responsible for the design, adoption, enactment, and implementation of HRM strategy and practice. The purpose of this review is to examine extant research to determine the state of knowledge of the role of managers across organizational hierarchy in HRM. Thus, we review empirical literature for studies that include aspects of the impact lower-to-middle managers, human resource managers, top management teams, CEOs, and boards of directors have on HRM content, process, and outcomes. On the basis of the findings of this systematic, multilevel review, we discuss avenues for future research at each specific manager’s level, as well as general opportunities and challenges for research on managers’ roles in HRM across all hierarchical levels.

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Section: The Roles Of Tmts In Hrm Researchmentioning

confidence: 78%

mentioning

confidence: 99%

Putting the “Management” Back in Human Resource Management: A Review and Agenda for Future Research

Steffensen

Ellen

Wang³

et al. 2019

Journal of Management

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“…Fifth, our findings contribute to the HRM literature by unmasking the role that top management plays in regard to HR practitioners. In a longitudinal review of the HRM field, Markoulli et al (2017, p. 385) noted that “the practitioner literature places a much stronger emphasis [vis-à-vis the academic literature] on company executives – and especially on the relationships between HR departments and the company executives who tend to be key gatekeepers of organizational resources.” Furthermore, Boada-Cuerva et al (2019, p. 63) claimed that “despite the significant influence that top management exerts on different aspects of people management, it remains the missing stakeholder in the HRM literature.” Boada-Cuerva et al (2019) called therefore for studies that address the role that top management plays in HRM. Our findings contribute to this gap in the literature by suggesting that top managements across business organizations (ab)use HR practitioners as a shield against WSH liability, as executives' choices and actions make evident, as opposed to their supporting rhetoric.…”

Section: Discussionmentioning

confidence: 99%

Human resource practitioners as sexual harassment commissioners: Sisyphus amid gender inequalities

Kuna

Nadiv

2021

EDI

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PurposeThere has been ample research on the antecedents and consequences of workplace sexual harassment (WSH), a volatile issue in contemporary labor markets. There is, however, a lingering gap in the scholarly literature regarding the organizational practices involved in contending with WSH incidents following their occurrence. By exploring the practices and challenges of sexual harassment commissioners, a mandatory role performed by Israeli human resource practitioners, this study aims to unpack the embedded power dynamics, which construct how WSH is both deciphered and handled within organizations.Design/methodology/approachIn-depth semi-structured interviews were conducted with 45 sexual harassment commissioners (SHCs) in various business organizations in Israel to explore practitioners' conceptions of the challenges underlying their role. A grounded theory approach was utilized.FindingsThe findings demonstrate that, while SHCs seemingly are empowered by their exclusive authority to inquire into an intricate organizational matter, counter practices have emerged to undermine their authority and influence. This negatively affects their ability to reduce the prevalence of WSH. SHCs' attempts to approach WSH utilizing a power discourse are eroded by systematic barriers that channel them toward adoption of the default legal discourse. The latter frames WSH in terms of individual misconduct rather than as a phenomenon stemming from and expressive of organizational and societal gender inequalities.Research limitations/implicationsThis study does not represent the voices of WSH complainants or of top executives. The data focused on SHCs' descriptions of their role challenges.Practical implicationsImplications are suggested regarding the academic education and training of SHCs.Originality/valueThis study sheds light on covert and unspoken barriers to gender equality in the labor market.

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“…Interactions between HRM actors (Boada‐Cuerva et al . 2019; Bondarouk et al . 2018; Brewster et al .…”

Section: Conceptualization Of Implementation: Lessons From Other Fieldsmentioning

confidence: 99%

“…The most studied actors involved in implementation in the HR literature are by far line managers and HR specialists, but recent contributions are beginning to highlight the role of employees (Bos‐Nehles and Meijerink 2018), CEOs and top management (Boada‐Cuerva et al . 2019), or self‐managing teams (Renkema et al . 2020).…”

Section: Conceptualization Of Implementation: Lessons From Other Fieldsmentioning

confidence: 99%

From Intended to Actual and Beyond: A Cross‐Disciplinary View of (Human Resource Management) Implementation

Trullén

Bos-Nehles

Valverde

2020

Int J Management Reviews

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Despite increasing interest in human resource management (HRM) implementation as an explanation for the association between HRM and firm performance, considerableconfusion remains about what implementation means. In order to develop conceptual definitions of HRM implementation and implementation effectiveness, this study builds on three different literatures outside the HRM field (strategy, innovation, and change management), which have addressed this topic extensively. As a result, implementation is characterized as a dynamic process, involving the interaction among multiple actors, starting with the adoption of a new practice and ending with its routinization. This is distinguished from implementation effectiveness as an outcome of that process. The study helps to achieve construct clarity, hence providing a more solid basis for future research and allowing for a better consolidation of findings. The authors also develop an agenda for further research by reviewing a number of theoretical and methodological approaches that have been used in implementation research across fields, including HRM. Overall, the study aims to establish implementation research as a highly relevant academic and practical quest not only in HRM, but also in other management literatures.This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.

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Top management: the missing stakeholder in the HRM literature

Cited by 36 publications

References 65 publications

Putting the “Management” Back in Human Resource Management: A Review and Agenda for Future Research

Putting the “Management” Back in Human Resource Management: A Review and Agenda for Future Research

Human resource practitioners as sexual harassment commissioners: Sisyphus amid gender inequalities

From Intended to Actual and Beyond: A Cross‐Disciplinary View of (Human Resource Management) Implementation

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