HR practices and work relationships: A 20 year review of relational HRM research

Abstract

We systematically reviewed quantitative studies of phenomena at the nexus of Human Resource Management (HRM) and interpersonal relationships. We report on the overall prevalence and trends in research methods relating to construct, internal, external, and statistical conclusion validity. The review draws attention to areas of emphasis (positive relationships, instrumental ties, nonnetwork structures, employee respondents, samples drawn from Asia, HR perceptions). We also identify a growing emphasis on particularly desirable approaches to examining relational HRM (a more balanced consideration of positive and negative relationships, studies that examine more than one HR practice, multilevel analyses). Together, the identified areas of emphasis, gaps, and associated trends, inform our elucidation of research directions around 15 specific work relationships-along with more general directions for better accounting for dynamic, multilevel, measurement, and analytical considerations central to HRM and interpersonal relationships.

How the human resource (HR) function adds strategic value: A relational perspective of the HR function

“…We propose that the HR function's relational activities can help the firm strengthen both managerial and employee HCRs (Bannya et al, 2022). For line managers, the HR function's relational activities can help them see a broader picture of how their day-to-day activities on the job relate to the overall human capital strategy of the firm, thus helping line managers to enhance their ability to align their efforts with that strategy and with those of other managers within the firm.…”

“…Based on the insights from these theories and research, we identify line managers, employees, and senior managers as three key stakeholders of the HR function that are internal to the firm (Bannya et al, 2022). As noted earlier, we propose the HR function's relational activities as the degree to which the HR function interacts to share HR‐related information and knowledge with its internal stakeholders to help them meet their goals and needs for the effective management of HR.…”

“…Desired relational activities should vary by the HR function's stakeholders (Bannya et al, 2022; Tsui, 1987). For example, the HR function can advise line managers on how to achieve their units' goals more effectively by leveraging the units' HR while addressing various HR issues in the units.…”

“…Since these relational activities ultimately aim at contributing to the performance of the organization by facilitating the effective use of HCRs, they can be regarded as part of the HR function's broader strategic activities. Essentially, the HR function's strategic activities can be either technical or relational (Bannya et al, 2022; Tsui, 1987; Tsui & Milkovich, 1987). Technical activities involve the HR function's development and execution of formal HR policies and practices, whereas relational activities concern the HR function's provision of HR‐related advice and information to its stakeholders (Tsui, 1987; Tsui & Milkovich, 1987).…”

“…Technical activities involve the HR function's development and execution of formal HR policies and practices, whereas relational activities concern the HR function's provision of HR‐related advice and information to its stakeholders (Tsui, 1987; Tsui & Milkovich, 1987). The former is related to the role of the HR function as a designer of formal HR practices, whereas the latter concerns the role of the HR function as a communicator of HR‐related information and advice and aligns with our definition of the HR function's relational activities (Bannya et al, 2022). In this article, we theorize about when and how those relational activities of the HR function can enhance their firms' HCRs and, ultimately, firms' performance.…”