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

Florkowski, Gary W.; Olivas‐Luján, Miguel R.

doi:10.5771/0935-9915-2016-3-160

Cited by 6 publications

(6 citation statements)

References 64 publications

(130 reference statements)

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“…HR can shape talent management, workforce planning, and organizational development decisions by providing senior leaders with valuable insights and data-driven recommendations. HR professionals have access to employee data, performance metrics, and engagement surveys that can inform strategic decision-making and drive positive organizational change [28,29]. However, the need to influence the workforce and other organizational decision-making from an HR perspective is predicated on the notion that HR is somehow separate from organizational decision-making.…”

Section: Embedded Workforce Decision-makingmentioning

confidence: 99%

The New HR: HR and Leadership Integration

Felipe Alejandro Espinosa

2023

Human Resource Management - An Update

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The topic of HR and Leadership Integration focuses on where HR and Leadership strategies intersect. In recent times, HR has achieved the proverbial seat at the table; however, HR in many organizations remains related to administrative and employee support roles. While those are important, an emerging need is for organizations to recognize that employees are critical strategic components of the organization. To a greater extent than in the past, the workforce can be a competitive advantage. Rather than relegating employee issues to HR, leaders are advised to view employee issues as leadership issues. Leadership must address operations, resources, and the workforce. This chapter explores the opportunities organizations have when they embrace employees as integral members of their service or production proposition. New partnership opportunities are available for organizational leaders to own the employee experience. The HR and the leadership lens must change to take advantage of where HR and organizational leadership intersect, creating the New HR.

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Section: Embedded Workforce Decision-makingmentioning

confidence: 99%

The New HR: HR and Leadership Integration

Felipe Alejandro Espinosa

2023

Human Resource Management - An Update

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“…Another analytical perspective to understand strategic partnership has been offered by Florkowski and Olivas-Luján (2016). The authors propose that being involved and possessing informational (through technology and data) and expert (knowledge and expertise on the part of HR professionals) power would ensure human resources’ influence on strategic decision-making.…”

Section: Background Of the Studymentioning

confidence: 99%

“…The three kinds include That of strategy implementation, where the strategy has been formulated, HR aligns its practices to the same; Input and implementation role where HR plays an indirect role in strategy development by providing information or competitive intelligence on labor markets and helps in strategy implementation; and full partnership role which entails participating as the member of the strategic team that formulates policies. (Lawler & Mohrman, 2003) Another analytical perspective to understand strategic partnership has been offered by Florkowski and Olivas-Luján (2016). The authors propose that being involved and possessing informational (through technology and data) and expert (knowledge and expertise on the part of HR professionals) power would ensure human resources' influence on strategic decision-making.…”

Section: Hr Strategic Partnership: What Does It Mean For the Hrm Func...mentioning

confidence: 99%

People Analytics Enabling HR Strategic Partnership: A Review

Suri

Lakhanpal

2022

South Asian Journal of Human Resources Management

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For more than two decades, academicians and practitioners have been theorising the role of people analytics in enhancing the efficiency, effectiveness and impact of the human resource (HR) management function, thereby prescribing people analytics as an enabler of HR strategic partnership. The objective of this study is to identify and synthesise existing literature on people analytics and its conceptualised efficacy. This is done with a view to assess how and why people analytics enhances HR as a field and elevates it to a function of strategic significance. The study uses the Preferred Reporting Items for Systematic Reviews and Meta-Analysis (PRISMA) framework for systematic literature review to address the research objective. A total of 90 articles on the subject are identified majorly from Scopus. The analysis of this literature reveals four significant themes underscoring the role people analytics can play in enabling HR as a field and function. These include the following: (a) application of people analytics leads to greater vertical, horizontal and external alignment of the HR function; (b) people analytics facilitates better integration of HR management with the organisation’s strategic planning process; (c) people analytics aids the demonstration of causal links between HR management and business performance; and finally (d) people analytics endows the field with scientific rigour, consistency and resulting credibility. The study contributes to the existing knowledge on people analytics and HR strategy linkage by building a foundation and offering specific propositions for empirical enquiry relating the two. The significance of the study also emanates from its focus on the efficacy of people analytics which is being viewed as an HR approach with immense potential.

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“…These changes in strategic management of organizations have also been reflected in the development of Human Resource Management (hereinafter referred to as HRM). Not only have they been reflected in individual HR activities themselves, but also in the diversity of responses of organizations to changes in HRM (Florkowski et al, 2016). Currently, HRM must become an integral part of strategic orientation of an organization (Florkowski et al, 2016;Dubkēvičs et al, 2015) and individual HR activities must be performed not only at a sub-management level, but with a comprehensive view on the development of the entire organization in the next years.…”

Section: Introductionmentioning

confidence: 99%

“…Not only have they been reflected in individual HR activities themselves, but also in the diversity of responses of organizations to changes in HRM (Florkowski et al, 2016). Currently, HRM must become an integral part of strategic orientation of an organization (Florkowski et al, 2016;Dubkēvičs et al, 2015) and individual HR activities must be performed not only at a sub-management level, but with a comprehensive view on the development of the entire organization in the next years. The organizational culture may be considered the factor affecting creation of values through the organizational strategy.…”

Section: Introductionmentioning

confidence: 99%

Management and Production Engineering Review

Urbancová¹,

Depoo²

2021

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As the corporate culture and re/setting of employer -employee relations is crucial due to changes in workplace due to impact of COVID-19, this article aims to identify types of organizational culture, and to find impact on the implementation of HR activities and employer branding, including classification of organizations by their defined strategies. A model of organizational culture, including its systematic relationships, is proposed and tested using a sample of 402 organizations across sectors operating in the Czech Republic as a characteristic economy in Central Eastern European region. This model includes different dimensions of internal brand management and manifestations of organizational culture. Data are analyzed using bivariate and multivariate statistics. Identification of a suitable type of organizational culture leads towards successful employer branding and work engagement; brand identification and communication directly raise positive perception of organizational culture. Three major areas of use of organizational culture and branding have been identified: re-setting of personnel processes depending on the change of organization's size, on the decline in labor productivity and on organizational mergers, changes in scope of business and in market position. The results suggest that orientation on employee engagement is a better predictor of (positive) organizational culture than increase in productivity. Furthermore, the results explain supportive roles of organizational culture towards customers and employees. The results extend theory by empirical analysis of organizational culture and internal brand management from the employers' perspective.

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

Cited by 6 publications

References 64 publications

The New HR: HR and Leadership Integration

The New HR: HR and Leadership Integration

People Analytics Enabling HR Strategic Partnership: A Review

Management and Production Engineering Review

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