Does alignment matter? The performance implications of HR roles connected to organizational strategy

Kuipers, Ben; Giurge, Laura M.

doi:10.1080/09585192.2016.1155162

Cited by 36 publications

(33 citation statements)

References 62 publications

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“…Those are examples of training that should be taken by HR practitioners nowadays to adjust HR role as the company change agent, and become experts in understanding the business strategy and ways to support its implementation. These suggestions to improve HR capabilities are consistent with Kuipers & Giurge (2017) argument that interventions to improve HR strategies must be aligned in strategic ways with corporate strategies to produce higher organizational performance and results.…”

Section: Resultssupporting

confidence: 74%

HR Roles in Addressing the Challenges of Industry 4.0: Indonesian Employees Cross-Industry Perceptions

Widiputra

Arquisola

2020

IJBS

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In light of rapid changes in technology known as Industry 4.0 (IN4.0), this study aims to examine how Indonesian employees perceive the HRM function is being implemented in their organizations using the Ulrich Multiple Roles of HR model, and whether they believe the HR roles are effective to address the challenges of IN4.0. Cross-industry data was collected from 160 respondents representing five priority industries: food and beverages, automotive, electronics, textiles, and chemicals. Through descriptive and factor analysis, results show that the HR function in Indonesia is still widely administrative in nature, and being an agent of change is the least performed HR role. In addition, the results indicated that the HR roles in Indonesia are changing towards a more strategic direction even though the change is slow. HR practitioners must heed the expectations of employees to ensure there are interventions that can be implemented to prepare human capital for IN4.0. This is the first type of research that examined how Indonesian employees perceive the HR roles in Indonesian industries are being performed, adding to the scant literature on HR roles in an Indonesian context, and addressing the need for relevant studies on the impact of IN4.0 and HR roles.

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Section: Resultssupporting

confidence: 74%

HR Roles in Addressing the Challenges of Industry 4.0: Indonesian Employees Cross-Industry Perceptions

Widiputra

Arquisola

2020

IJBS

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“…Gerhart, 2004; Huselid, 1995). With the exception of one recent study by Kuipers and Giurge (2016), which focused on the HR practitioner’s role, strategic alignment has not received significant attention in the intervening years since Paauwe and Boselie’s (2005) analysis. Furthermore, recent meta-analyses seeking to measure the effects of bundled HR practices have on various outcomes noted the lack of studies measuring the interactive effects of practices comprising the HR systems included in the studies (cf.…”

Section: Introductionmentioning

confidence: 99%

Testing horizontal and vertical alignment of HR practices designed to achieve strategic organizational goals

Martinson

DeLeon

2018

JOEPP

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Purpose The purpose of this paper is to measure the effect of aligning HR practices horizontally and vertically to support organizational strategic goals. Design/methodology/approach Hypotheses were tested using 85,840 employees’ responses collected from a single, large public organization’s annual employee survey. Factor analysis with principal axis factoring and varimax rotation was used to confirm the variables being studied. The relationships were analyzed using ordered logistic regression. Findings Results suggest that compensation practices, workforce planning, and work/life balance-focused HR practices can be used to predict job satisfaction and turnover intentions. Additionally, when the combined effects of the three HR practice types are considered together, an increased reduction in turnover intention is indicated. Practical implications To achieve optimal performance organizations should be diligent in their efforts to align their functional area HRM strategies and practices with each other and with the overall strategic goals and objectives guiding the organization. Originality/value While the positive effect of alignment has been proposed by many scholars, empirical examinations of the binary approach are rare. This paper contributes to the field by providing a unique empirical examination of an organization’s implementation of HR practices designed to achieve stated strategic objectives through a large scale study.

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“…The set of sustainability practices in the people management model according to some national and international authors such as Araújo, ( 2006), Jabbour and Santos (2008), Armstrong (2009), France, (2015) Savit and Weber (2013) and Munck , Bansi and Galleli (2016), Rueda, Serenini and Meireles (2014), Kuipers and Giurge (2017), Andrade, De Laat and Stefano (2018), which listed over time some of the most used practices in Sustainability management. , is exemplified in Table 2.…”

Section: Organizational Sustainability Managementmentioning

confidence: 99%

Sustainable strategic alignment between people management models of organizational sustainability: insights from Brazil

Oliari

Stefano

Andrade

et al. 2021

ReCaPe

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This paper aimed to understand the sustainable strategic alignment between the people management models and the Triple Bottom Line -TBL of Organizational Sustainability, through multiple case analysis in pulp and paper industries in the Brazil. Data collection was performed through in-depth interviews with managers and employees of the companies, as well as systematic observation, field diary and document analysis. The results found regarding the sustainable strategic alignment between the themes are due to the influence of the Strategic and Sustainable management model for people management and the implementation of organizational sustainability in its three pillars.

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Does alignment matter? The performance implications of HR roles connected to organizational strategy

Cited by 36 publications

References 62 publications

HR Roles in Addressing the Challenges of Industry 4.0: Indonesian Employees Cross-Industry Perceptions

HR Roles in Addressing the Challenges of Industry 4.0: Indonesian Employees Cross-Industry Perceptions

Testing horizontal and vertical alignment of HR practices designed to achieve strategic organizational goals

Sustainable strategic alignment between people management models of organizational sustainability: insights from Brazil

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