HR professionals need to be able to adapt to changing demands for service as the needs of line managers changefrequently. HR professionals should be proactive.Executiveleadership styleInternal process culture. Focus on formalization and structureRational goal culture. Results oriented with hard drivers,producers, and competitors asleaders.Developmental culture. Focus on dynamics,entrepreneurship, andcreativity.
Informing the practice of Organizational DesignWith the increasing focus on the human side of the enterprise and in particular the HR effectsonperformance, the implications for organisational design are apparent. HR departments seemto be, if not direct implementers, then important actors in providing the apparatus (structureand processes) for the execution of strategies. In addition, the above mentioned movementstowards new organizational designs in many firms provides HR departments with anoutstanding opportunity to prove its “contribution”, i.e. the continuous work towards fit isoften carried out by HR-people in collaboration with line managers. Whether the attempt toincrease the vertical fit is a one way procedure (top-down) or two ways (more or lessintegrated) it is still within what normally would be considered a domain of HR competence.Concerning the former situation, top-down, by tradition formulation and implementation havebeen considered to be two separate things, and it is not difficult to discern the hierarchyimplicit in the division - those who put the strategy into practice come after those whoformulate it (Peltonen, 2003). HR-people had to implement top-managements strategicdecisions. However more recent developments tend to emphasise, that strategy formulationand implementations is a two way process (Holbeche, 1999, Beardwell et al. 2004, andPaauwe, 2004). Here HR’s role is not limited to passing on information to the topmanagement, which will then make strategic decisions. On the contrary employees areconsidered one of the sources of building up competitive advantages (see also the resourcebased view, e.g. Barney 1995). In this situation fit could be interpreted as in the area ofstrategic interaction (see Guest, 1997, p. 271) compared with fit as either an ideal set ofpractise, as bundles or as contingency. However, we also see fit as a horizontal phenomenon,i.e. as bundles of coordinated HR-practices. Empirical support can be found for theperformance effect of all the different approaches to fit, but in particular the fit based oninternal bundles of HR practices is well documented. The simultaneous demand for verticalas well as horizontal fit, however, leaves us with a very high level of complexity in relation tothe concept of fit. A complexity which necessitates further future theoretical clarifications andanalytical requirements (see Venkatraman, 1989)
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- Spring '19
- Human Resource Management