New HR roles to impact organizational performance: From ?partners? to ?players?

La liberté de penser son identité professionnelle : la résistance des responsables de formation au discours managérial en France

“…Atout stratégique pour l'entreprise (Meignant, 1986), la formation est devenue un acteur de la disparition des bureaucraties et du développement d'une entreprise sans frontière (Beatty et Schneier, 1997). Ces professionnels, comme des consultants internes (Wils et al, 2000), apportent des solutions concrètes aux gestionnaires définis comme leurs clients internes.…”

“…R ares sont les travaux à analyser empiriquement comment les professionnels des ressources humaines gère leur repositionnement en tant que stratèges, flexibles, développant une approche entrepreneuriale de la fonction (Ulrich, 1997;Beatty et Schneier, 1997). Cette évo-lution semble faire consensus.…”

Building theory on the negotiation capability of the firm: evidence from Ryanair

“…Secondly, well-designed strategic moves may 5 backfire at the implementation stage simply because of failed human interactions further down the line (Mintzberg et al, 1998). Jemison and Sitkin (1986), while studying the acquisition process as a determinant of acquisition activities and outcomes, advocate the importance of negotiating practices in the acquisition process with reference to the success of the operation -particularly the acceptance of the operation by the personnel (Beatty and Schneier, 1997). Indeed, lack of transitional support may result in dissatisfaction and low productivity (Jemison and Sitkin, 1986).…”

“…Simply put, a large, bureaucratic organization trying to completely turn itself around may harm its relationships with its key stakeholders, generating conflict and hardship for negotiators, for example, on the Human Resources' side of things (Beatty and Schneier, 1997). Conversely, a young and agile SME may more easily implement similar change and gain acceptance from its stakeholders (e.g., employees, financial backers, suppliers, and clients).…”

Strategic HR in Higher Educational Institutions in Malaysia and Denmark

“…Discussions about the HR role were mainly based on Ulrich's concept of multiple HR roles. A vast number of researchers in this area such as Beatty and Schneier [10], Brockbank [11], Buyens and De Vos [12], Langbert and Friedman [13], Truss [14], Marler [15] and many more used Ulrich's model in their discussions. According to Ulrich [9], there are four key HR roles, namely administrative expert, employee champion, change agent and strategic partner.…”