HR Professional Role Tensions: Perceptions and Responses of the Top Management Team
通过对澳大利亚25位高级HR人员、高管团队和管理顾问的访谈，发现HR专业缺乏商业导向会加剧角色张力，而外包、心理契约调整和明确战略沟通可缓解张力，但角色偏见会降低高管对HR的尊重与沟通意愿。
Abstract The aims of the research are to explore evidence of professional human resource management (HRM) role tensions, the factors that affect HRM role tension, and to consider the impact on management perceptions when role tensions exist. Using a qualitative approach, 25 interviews were conducted in Australia with senior HRM personnel, top management team (TMT) executives, and a management consultant. Findings reveal that the failure of the HRM profession to attract people with a business focus increases HRM role tensions. Respondents report that tensions were reduced when aspects of the HRM role were devolved or outsourced, there was an acceptance of a changed psychological contract, and clearer attempts were made to communicate an agreed‐upon strategic focus for HRM. HRM role bias led to a reduced willingness among TMT members to respect, and communicate with, HRM professionals. The implications of the negative outcomes of HR role tensions are discussed with reference to the power of the HRM function. © 2013 Wiley Periodicals, Inc.