HRM as an ongoing struggle for legitimacy

PurposeThis study shows how presumed “HR-trends,” such as the recent promotion of Employee Experience (EX) design, are never value-free ideas of a presumably objective “best practice”, but rather a vehicle for legitimizing HR in the organization, and investigate the implications.Design/methodology/approachThis study is rooted in critical HRM studies. Our methodology is the critical discourse analysis (CDA) of online job postings concerning “EX-positions.”FindingsEX is a new vehicle for HR's ongoing struggle for legitimacy. By repositioning HR managers as “EX-designers,” it promises to integrate the previously conflicting roles of HR as advocate of the individual employee and as strategic partner on the organizational level. Yet, it also raises the question of what is at stake for HR and might even decrease the organizational involvement of HR.Research limitations/implicationsThis study highlights the relevance of a critical HRM perspective for moving beyond disciplinary blind spots. It shows the value of CDA for gathering insights into the hidden assumptions underlying HRM theory and practice.Practical implicationsEX design has been put forward as a new best-practice HR trend, promoting the relevance of HR in the organization. This paper shows that this trend is associated with potential gains as well as with potential losses. Practitioners need to be aware of these risks in order to increase the likelihood for a positive impact when implementing EX design.Originality/valueThe authors show how HR trends, such as EX, are manifestations of HR's ongoing struggle for legitimacy. Specifically, the authors uncover the legitimization agenda underlying EX, its implications for HR roles and responsibilities and the knowledge claims associated with it.

HR Roles in Addressing the Challenges of Industry 4.0: Indonesian Employees Cross-Industry Perceptions

In light of rapid changes in technology known as Industry 4.0 (IN4.0), this study aims to examine how Indonesian employees perceive the HRM function is being implemented in their organizations using the Ulrich Multiple Roles of HR model, and whether they believe the HR roles are effective to address the challenges of IN4.0. Cross-industry data was collected from 160 respondents representing five priority industries: food and beverages, automotive, electronics, textiles, and chemicals. Through descriptive and factor analysis, results show that the HR function in Indonesia is still widely administrative in nature, and being an agent of change is the least performed HR role. In addition, the results indicated that the HR roles in Indonesia are changing towards a more strategic direction even though the change is slow. HR practitioners must heed the expectations of employees to ensure there are interventions that can be implemented to prepare human capital for IN4.0. This is the first type of research that examined how Indonesian employees perceive the HR roles in Indonesian industries are being performed, adding to the scant literature on HR roles in an Indonesian context, and addressing the need for relevant studies on the impact of IN4.0 and HR roles.

Line Managers’ Performance of Strategic Human Resource Roles: Creating Value, Not Rhetoric

Line managers’ (LMs) role has been restructured in modern business as they are undertaking the responsibilities of key human resource management (HRM) functions. Although HRM roles of LMs have got wide recognition in academic research, factors influencing their performance of strategic HRM roles remained relatively under developed, especially in Bangladesh. Based on the perspective of Ability-Motivation-Opportunity (AMO) theory, we propose that LMs’ strategic HR roles performance are influenced by their ability, motivation, and opportunity. A survey with self-administered questionnaire was applied for collecting data from a sample of 170 participants drawn from LMs employed at private banking organizations in Bangladesh. The technique of partial least squares structural equation modelling was utilized for testing the study model. The findings highlighted that LMs’ ability and motivation significantly related to their performance of strategic HR roles while opportunity provided to LMs had non-significant relationship with their strategic HR roles. Despite the findings produced mixed support, this research has key implications for practitioners as well as academicians. The present research is believed to serve as a standard in comprehending the AMO factors influencing LMs’ execution of strategic HR roles which remains largely unexplored in the Bangladesh context.

Application of AI in Human Resource Management and Gen Y‟s Reaction

HR is facing the transformation challenge and disruptive impact of AI in its functions. In this study, we shall bring into light certain challenges faced by AI in HR and the technological counter solutions to it that have been reinstated. Many companies like IBM, have reengineered its HR service delivery strategy to render intelligent agents to the services being provided toits managers and associates, answer their queries and suggest decisive aspects of employees roles, careers, rewards, compensation and learning. Also United Health Group is on building a graph database which uses AI to identify improvements in efficiency and quality of services. Such instances create the need to study the reaction of the Gen y which composes more than the 50% of the working population i.e population under 25 and around 65% is under the age of 35 and their reaction to the transformation in HR systems to it quotes Forbes study1,7, 27 . A qualitative study was carried out and Gen Y professionals were interviewed to seek the feedback. The HR themes and functional areas were identified which are perceived as areas where application of AI is possible. A deep-learning model using Neuroph Studio was created to capture the perception of the young working professionals. The study brings out the statistics to a clear majority of the sample to believe that AI must be implemented in the current HR systems. The research is useful to current practitioners of profession of HR. The study implies that AI will enter HR roles and working population is ready for it. The study is good indicator for artificial intelligence developers as areas of application are identified

E-HRM: A Proposed theory based on the Social Cognitive Theory(SCT)

electronic – Human Resource Management (e-HRM) provides the Human Resources (HR) function with the opportunity to automate certain HR process to improve HR efficiency and influence HR strategy. Automation might lead to staff disjointed due to the fact that most of the work they do will now be automated and they will not have work to do. Staff might not adopt the automated way of working. Social Cognitive Theory (SCT) as a widely accepted model of individual behavior can be used to study reasons why individuals adopt certain behaviors, in this instance, it can be used to determine why staff do not want to adopt an automated way of working which is to use eHRM system. This paper will discuss some of post-adoption behaviors that staff can have. South African Municipalities that are intending to adopt e-HRM will be able to know the things that they can focus on for a successful post-adoption of e-HRM. e-HRM topic is certainly not becoming outdated, and its full potential is still expected and therefore more studies in this topic will grow. This paper is intended to contribute to the South African literature pertaining to this subject. Based on a review of the extant literature on E-HRM, HR roles, and SCT, a theory model is presented and propositions outlined for future empirical testing.

Employee advocacy in Malawi: The degree to which HR practitioners are considered as employee advocates within an African context

Purpose The review is based on "Employee advocacy in Africa: the role of HR practitioners in Malawi" by Aminu Mamman, Christopher J. Rees, Rhoda Bakuwa, Mohamed Branine, Ken Kamoche, (2019) published in Employee Relations. This paper aims to concentrate on the degree that HR practitioners are considered as employee advocates within an African context. Design/methodology/approach Data were gathered from a questionnaire survey given to 305 respondents (95 HR practitioners, 121 line managers and 89 employees) working in private sector companies Malawi. Findings The results suggest that HR practitioners in Malawi are viewed as carrying out an employee advocate role by line managers, HR managers, and employees. HR managers perceived themselves to be carrying out the role of employee advocate more than line managers and employees. In addition, the strongest perceived element was their contribution to motivating employees. Practical implications Therefore, analysis of the importance of the elements that make up the employee advocate role could inform decisions on which elements to include in in an HR model. This paper has contributed to the literature on HR roles in developing countries and supports the use of Ulrich’s model beyond the developed countries where it originated Originality/value This paper has contributed to the literature on HR roles in developing countries and supports the use of Ulrich’s model beyond the developed countries where it originated.

HR Line Manager’s Reflections on HRM Effectiveness through HR Roles and Role Stressors

The objective of this research is to examine the relationship between HR roles and HR role stressors in determining the effectiveness of HRM. Specifically, the purpose of the study is to examine the link between 1) the HR roles (administrative expert, employee champion change agent, and strategic partner) and HR role stressors (role ambiguity and role overload), as well as HRM effectiveness (strategic HRM effectiveness and technical HRM effectiveness) and 2) HR role stressors and HRM effectiveness. A massive primary survey was conducted which involved 153 line managers from Malaysian manufacturing companies. The data were analyzed through structural equation modelling (SEM) via Smart PLS. The significant findings of the study revealed that the roles of the change agent and strategic partner influence perceived HR role ambiguity while the employee champion role influenced HR role overload and all dimension of HR roles influence all dimensions of strategic HRM effectiveness. Moreover, the employee champion role and strategic partner role influenced technical HRM effectiveness and HR overload influenced technical HRM effectiveness.

Alongside, not against: balancing man with machine in the HR function

Purpose In a world of mass technological advancement in our daily lives and in business, the HR function is facing an uphill battle. How can HR professionals ensure they are digitally transforming at the right pace for their business without losing the all-important human touch? Design/methodology/approach This paper outlines the thinking behind integrating artificial intelligence (AI) and automation technologies into HR, and it explores in depth each of the key ways in which we are beginning to see these technologies change HR as we know it. From operations to recruitment and interviewing, to on-boarding employees and maintaining performance, the opportunities are numerous – and they are right on the horizon. Findings AI and automation are already being integrated into HR in many organisations around the world. However, we can in the near future expect to see technology not only automating back-office functions, but increasingly taking on the more “human” elements of HR roles. There is a fine balance between man and machine, and while these technologies will increase efficiency, decrease bias and improve the value of HR in businesses, the human touch will always be the key to success. Originality/value This paper assesses not only how technology is impacting HR but also the interplay between man and machine, and it offers insights into how HR professionals can balance the need for digital transformation with the core human element of human resources. As such, it ties the human and the technology together inextricably, concluding that AI and humans work better together.