Internal integration within human resource management subsystems

Abstract

PurposeThe purpose of the study is to develop a deeper understanding of the construct “integration within the HRM subsystem”. The study attempts to shed light on the conceptual perspective, the characteristics of this construct as well as the meaning and the mechanisms of internal integration within a HRM subsystem.Design/methodology/approachThe procedure involves three main steps: first data reduction followed by data display and conclusion drawing/verification. Semi‐structured, face‐to‐face interviews with 21 vice‐president HRM managers and senior managers were conducted. The average time of the interviews was 60 minutes.FindingsThe findings revealed a model composed of HRM infrastructure (HRM cooperative policy, integrative core competence, and integrative technological infrastructure), internal communication process (formal and informal) and integrating process (consistency of HRM practices at the subsystem and individual levels). The first two categories are related with the dependent category‐integrating process.Practical implicationsHRM subsystems should develop their integrative technological infrastructure so that they can have a wide‐ranging view about their activities. Also, informal mechanisms may enhance the integrating process, as well as the formal mechanisms. Thus, managers should support and encourage the informal climate, and facilitate especially on informal communication.Originality/valueThe findings suggest a new approach for analyzing the integration process within an organizational HR sub‐system. On the one hand, the continuity of integration demonstrates how each category may contribute to the integration process on a high level. On the other, the low level of each category illustrates the opposite side of integration.

Interconnection of Strategic Integration, Hrm Effectiveness and Market Performance: Evidence From Banking Sector of Pakistan

“…Horizontal Integration of HRM HI of HRM is recognized as an integral part of SI and is defined as the process of designing internally consistent and coherent HR practices, which improve organizational effectiveness by developing synergies (Fombrun et al, 1984). A higher level of internal consistency among the HR practices helps to attain some synergies that positively influence the organizational performance (Jiang et al, 2012;Kidron et al, 2013).…”

Characterization of cross-functional integration level: A multi case study in Agribusiness Organizations

“…The literature on integration presents analyses of various elements such as: integration factors (Daugherty et al 2009); contact points (Mentzer et al, 2008); formality and informality (Kahn & Mentzer, 1996;Ellinger, Keller & Hansen, 2006); integrating effects (Stanket al 1999;Gimenez, 2006;Jutnner et al 2007) and level of integration (Basnet, 2013). Kidron et al (2013), claim that informal and formal mechanisms may increase the level of integration, especially the informal ones. There is also a sub-theme in this issue that discusses about antecedents and consequences of the level of integration (Basnet, 2013).…”

“…Ten in depth interviews were conducted. The interview guide was based on concepts from the literature, divided into three categories: 1) integration factors (Daugherty et al, 2009;Kidron et al, 2013); 2) perception of the level of integration (Kahn & Mentzer, 1996;Pimenta, 2011;Bellmunt and Torres, 2013;Basnet, 2013); 3) impacts of the integra-tion level on performance (Stank et al 1999;Pagell, 2004;Gimenez, 2006;Jutnner et al2007;Baofen, 2013). The questions were developed considering the new product development (NPD) processes, and therefore, the 10 interviewees belong to areas directly involved with the NPD process: Operations, R&D, Sales / Marketing.…”

“…For Kidron et al (2013) informal and formal mechanisms may increase the level of integration, especially the informal atmosphere. But a balance between the two is necessary.…”

Práticas de Gestão de Pessoas: Uma Análise a Partir da Percepção de Gerentes e não Gerentes

“…Todas as práticas de GP possuem uma estreita relação entre si (Kidron, Tzafrir, Meshulam & Iverson, 2013). Nesse sentido, os aspectos relacionados ao reconhecimento e estímulo devem ser complementares aos programas de avaliação.…”