The “fit for purpose” HR function

Ashton, Chris; Haffenden, Mike; Lambert, Andrew

doi:10.1108/14754390480000579

Cited by 11 publications

(9 citation statements)

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“…The HRM partnership model has marked an important transformation in the traditional assumptions and perceptions of HRM's roles and constituted a significant advance in HRM research (Caldwell ; Ashton et al . ; CIPD ) (see Figure ).…”

Section: Strategic Hrm Literaturementioning

confidence: 98%

Exploring human resource management roles in corporate social responsibility: the CSR‐HRM co‐creation model

2014

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Formulating and translating corporate social responsibility (CSR) strategy into actual managerial practices and outcome values remain ongoing challenges for many organizations. This paper argues that the human resource management (HRM) function can potentially play an important role in supporting organizations to address this challenge. We argue that HRM could provide an interesting and dynamic support to CSR strategy design as well as implementation and delivery. Drawing on a systematic review of relevant strategic CSR and HRM literatures, this paper highlights the important interfaces between CSR and HRM and develops a conceptual model, the CSR-HRM co-creation model, which accounts for the potential HRM roles in CSR and identifies a range of outcome values resulting from a more effective integration of the role of HRM within CSR. The paper concludes with relevant theoretical and managerial recommendations that advance our understanding of the potential interfaces between HRM and CSR and how HRM can support a systematic and progressive CSR agenda.

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Section: Strategic Hrm Literaturementioning

confidence: 98%

Exploring human resource management roles in corporate social responsibility: the CSR‐HRM co‐creation model

2014

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“…Nesse sentido, são fundamentais políticas e práticas que estejam alinhadas à estratégia e aos desafios organizacionais, de modo a gerar competitividade organizacional (ULRICH, 1998;BOXALL;PURCELL, 2011;ASHTON;HAFFENDEN;LAMBERT, 2004;LENGNICK-HALL;ANDRADE;DRAKE, 2009). Alinhamento externo, numa ação mais contextual, e alinhamento interno, integrando a estratégia às políticas, práticas e aos processos como um todo.…”

Section: Gestão De Pessoas: Definição E Seu Caráter Estratégicounclassified

Carreira e Gestão de Pessoas nas Empresas “Big Four” a partir da Visão Auditores Externos

et al. 2021

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Este estudo tem por objetivo entender como auditores externos de empresas Big Four percebem a sua carreira e qual a relação com a gestão de pessoas nessas organizações. Para isso, foi realizada uma pesquisa exploratória-descritiva, com abordagem qualitativa. Foram realizadas entrevistas semiestruturadas com 14 contadores, com experiência mínima de dois anos de trabalho em uma Big Four. Os resultados mostram que o trabalho em uma Big Four exige um conjunto de competências, principalmente técnicas e conceituais, mas também ligadas à atitude, não só para a formação da trajetória de carreira como também para a automanutenção do trabalhador nesse ambiente profissional. As políticas de treinamento e desenvolvimento se destacaram na opinião dos participantes, que se referem a elas como os principais atributos de atração, até mesmo sobrepondo-se à remuneração. A carreira numa Big Four é tipicamente organizacional (tradicional), entretanto, ela vem se modelando a partir das características das outras concepções de carreira: proteana, sem fronteiras, caleidoscópica e sustentável.

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“…HR practices mainly comprise two sub-systems – generalist and specialist, where generalist system consists of core HR practices of hiring, training, compensation and performance management, and specialist system focuses on developing knowledge-oriented skills and expertise in critical areas (SHRM India, 2018; Ashton et al , 2004). The configurational HR perspective purports that the various HR sub-systems need to be co-aligned exerting a synergetic influence on each other for maximizing performance (Delery, 1998; Chen and Huang, 2009; Banks and Kepes, 2015). In the context of knowledge-intensive organizations (KIO), this suggests a positive association between the core HR and knowledge-oriented HR practices is required for optimum utilization of the organization’s knowledge resources (Arunprasad, 2017; Sokolov and Zavyalova, 2021; Banks and Kepes, 2015).…”

Section: Introductionmentioning

confidence: 99%

“…The configurational HR perspective purports that the various HR sub-systems need to be co-aligned exerting a synergetic influence on each other for maximizing performance (Delery, 1998; Chen and Huang, 2009; Banks and Kepes, 2015). In the context of knowledge-intensive organizations (KIO), this suggests a positive association between the core HR and knowledge-oriented HR practices is required for optimum utilization of the organization’s knowledge resources (Arunprasad, 2017; Sokolov and Zavyalova, 2021; Banks and Kepes, 2015). Research on whether the core strategic human resource practice (SHRP) contributes to knowledge-oriented human resource (KHRP) has received scant attention.…”

Section: Introductionmentioning

confidence: 99%

An internal fit perspective on the relationship between strategic human resource (HR) practices and knowledge-oriented HR practices

Trivedi

Srivastava

2023

SHR

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Purpose This study aims to examine the direct link between strategic human resource practices (SHRPs) and knowledge-oriented human resource practices (KHRPs) to determine their complementarity for promoting knowledge management (KM) activities. Design/methodology/approach The authors collected data from 387 employees working in top 20 IT and consulting firms in India through a questionnaire survey. Data is analysed using exploratory factor analysis and regression technique. Findings SHRPs have a significant and positive relationship with KHRPs, suggesting SHRPs have a positive predictive capacity for influencing KHRPs. It suggests there needs to be internal alignment between the core human resource (HR) practices and knowledge-based HR activities to promote KM. It shows that core HR practices of hiring, training, job design, performance and compensation management facilitate knowledge sharing and creation through HR practices. Research limitations/implications The cross-sectional design limits its ability to reflect cause–effect relationship, and further studies can adopt a longitudinal design. Further research can explore other different HR configurations on KHRP. Originality/value The study explored the suitability of core HR practices with knowledge-based HR practices theoretically contributing to the HR configurational internal fit perspective, and KM literature. Practically, it suggests firms to consider core HR practices while designing organizations’ KM strategies. In the context of knowledge-intensive organizations, the study applies the HR configurational fit perspective that purports synergistic relationship among the various HR sub-systems for achieving organizational goals.

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The “fit for purpose” HR function

Cited by 11 publications

References 0 publications

Exploring human resource management roles in corporate social responsibility: the CSR‐HRM co‐creation model

Exploring human resource management roles in corporate social responsibility: the CSR‐HRM co‐creation model

Carreira e Gestão de Pessoas nas Empresas “Big Four” a partir da Visão Auditores Externos

An internal fit perspective on the relationship between strategic human resource (HR) practices and knowledge-oriented HR practices

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