HR Roles Effectiveness and HR Contributions Effectiveness: Comparing Evidence from HR and Line Managers

Yusoff, Yusliza Mohd; Abdullah, Hazman Shah; Ramayah, T.

doi:10.5539/ijbm.v4n2p158

Cited by 4 publications

(4 citation statements)

References 23 publications

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“…More importantly, Wright et al (2001) found that line managers and HR executives displayed considerable agreement when rating HR's effectiveness across service categories (r=.89). Similar patterns are evident in Yusoff et al (2009). None of this suggests there is an appreciable risk the ratings we obtained were not fundamentally reflective of the underlying settings.…”

Section: Methodssupporting

confidence: 66%

“…Kahnweiler (2006) added that HR often is stymied by limited power and negative workforce perceptions. The pervasiveness of this dynamic is corroborated in surveys, where line managers are consistently less likely than HR respondents to believe that HR makes, or is capable of making, a strategic contribution to the firm (e.g., Clements, 2011;Payne, 2010;Woods, 2012;Wright, McMahan, Snell, & Gerhart, 2001;Yusoff, Abdullah, & Ramayah, 2009). Clements (2011) further observed an increasing negativity among line respondents regarding HR's perceived ability to be proactive, influential, and customer-focused in its dealings with the rest of the business.…”

Section: Introductionmentioning

confidence: 94%

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Predicting HR’s involvement and influence in strategic decision-making

Florkowski¹,

Olivas‐Luján²

2016

mrev

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Predicting HR's involvement and influence in strategic decision-making **While it has become increasingly common to envision the HR function having an expanded role in business, we know little about the determinants of its strategic involvement and influence. Drawing on strategic contingencies theory (SCT) and institutional theory, a model for both constructs was developed and tested. Structural equation modeling (SEM) was used to analyze web-survey data from 167 firms in the U.S. and Canada. As predicted, HR coping ability, firm size, and human-capital munificence were positively related to strategic involvement. Strategic influence, in turn, was directly related to HR centrality and the level of involvement. Moderated regression analysis failed to support either of the hypothesized country effects. Implications for future research and management practice are discussed at the end of the article.

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Section: Methodssupporting

confidence: 66%

Section: Introductionmentioning

confidence: 94%

Predicting HR’s involvement and influence in strategic decision-making

Florkowski¹,

Olivas‐Luján²

2016

mrev

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“…In summary, theorists have emphasized the need for HRM to focus upon organizational change interventions from a strategic perspective, that is, a perspective which seeks to align the management of people within organizations with the successful implementation of business strategies (Schuler and Tarique, 2007). Yet, the same body of literature also highlights that managing strategic change in the Asia‐Pacific region is particularly problematic given both the transitional and heterogeneous features of the region and the emerging evidence of the lack of business‐related competencies among some HR professionals in countries such as Malaysia (Long and Ismail, 2008; Yusoff et al , 2009). To date, HRM literature on strategic change has reflected research in many situations in Western contexts and more developed countries in the Asia‐Pacific region such as Japan, Singapore, and Korea.…”

Section: Hrm and Organizational Change: The Search For A Strategic Focusmentioning

confidence: 99%

Senior managers' perceptions of the HRM function during times of strategic organizational change

Rees

Johari

2010

Journal of Organizational Change Management

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Purpose-The purpose of this paper is to explore the role played by the human resource management (HRM) function in strategic organizational change initiatives. The objectives of the paper are to assess the extent to which the HRM function is perceived by senior managers to have contributed to the strategic organizational change agenda during a period of rapid change, and identify major challenges HRM professionals face as facilitators of strategic change management initiatives in contexts of this nature. Design/methodology/approach-The research objectives were addressed using literature-based evidence and primary interview data obtained from qualitative in-depth interviews with the directors and deputy directors of a public sector banking institution in Malaysia. Findings-In addition to identifying positive perceptions of the HRM function, the findings raise issues about the strategic focus, independence, credibility, and leadership strategies associated with the HR function's attempts to engage with strategic change initiatives. The findings also reveal the respondents' views about the extent to which HRM activities have or should have ethical, spiritual, and religious foci. Practical implications-The implications of the research findings for HRM are discussed with reference to issues such as: the transfer of Western-originating change management approaches to non-Western settings; the need for organizational change outcomes (including wider societal objectives) to be delineated clearly with reference to organizational change initiatives; and the close association between ethics, spirituality, and HRM in certain Asian contexts. Originality/value-The paper offers a valuable insight into the role of the HRM function in organizational change interventions with specific reference to the context of Malaysia.

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“…Unfortunately, several studies recently indicated that many HR professionals in Asia are still lagging behind as a change agent compared to the western counterpart [3 [7] 1999). Furthermore, a study by Yusoff, et al [8] claims that HR role effectiveness as change agent is among the lowest in the manufacturing and servicing sector of Malaysia. Therefore, this study will address the above issue by looking into critical competencies required of HR professionals in order for them to function effectively as change agents.…”

Section: Introductionmentioning

confidence: 99%

Transformation of HR Professionals to be a Change Agent: Realistic Goal or Just a Dream

Long¹

2013

JOAMS

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This paper examines the role of Human Resource (HR) professionals as change agents and the competencies they need to possess in order to execute this role. HR professionals as change agents have the responsibility to ease the effect changes in the organization and protect employees against the side effects of the inevitable changes. Sometimes, the change helps to introduce a significant increase of the performance and the company can boost the sales and production without additional costs. Several vital competencies that are reviewed in this paper including effective relationship, value chain knowledge, conflict management, performance management and human resource development (HRD) skills. Base on the findings in the literature reviews, all these competencies are expected to relate with the role of change agent. HR professionals for their inability to function as change agents will inevitably create a barrier against them from becoming a wellintegrated strategic partner.  Index Terms-HR competencies, roles, value chain knowledge, performance management, effective relationship, change agent.

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HR Roles Effectiveness and HR Contributions Effectiveness: Comparing Evidence from HR and Line Managers

Cited by 4 publications

References 23 publications

Predicting HR’s involvement and influence in strategic decision-making

Predicting HR’s involvement and influence in strategic decision-making

Senior managers' perceptions of the HRM function during times of strategic organizational change

Transformation of HR Professionals to be a Change Agent: Realistic Goal or Just a Dream

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