HR Function

HR Function

HR Function

Introduction

The desire to demonstrate a link between HR practices and organizational performance has much attention. Despite the force of the mainstream of HRM research, the findings of the literature on this subject were deemed disappointing. The absence of links between recurrent practices Observed HR and organizational performance precludes any definitive conclusion, and this whether specific practices or groups of practices. It would, at best, a bundle of convergences which tends to give credence to the belief in the existence of an effect of HRM practices on corporate earnings, but without it being possible to respond satisfactory to the questions of "who plays what? 'And' why?  This paper seeks to defend the question of the character of HR function is central in understanding the HRM-performance link, and this property it has often been eclipsed in favor of the practice analysis. Specifically, about the organization is that the HR function is a prerequisite for the success of practices HR because it is from that ultimately determines the quality measures implemented. The paper will study the organization of the HR function in relation the two key dimensions that are strategic integration and centralization of responsibilities. The first part of this paper will analyze the literature on the link HRM / performance and organization of the HR function. Then the paper introduces the device methodology developed to test the effect of organizing the HR function on organizational performance, from the international database CRANET. The paper finally discuss the scope of our analysis in terms of approaches to HR preferred (BOSELIE, 2002).

HR Link / Performance

The literature on the relationship between human resource management and performance organization is abundant. Several theories attempt to conceptualize and explain what link theories "universalist" posit the existence of "best practices "related to better performance; theories "contingent" state, they, that HR practices are effective if they are "aligned" on other variables, including the organization's strategy theories "Configurationally" finally interested in clusters of HR practices. They consider that synergy effects are the cause of the performance of certain combinations. Alongside this work, the theory of "resources" is often mobilized to theorize the link HRM / performance. If one follows this theory, the HR practices are not in themselves the source of the benefit competitive as they are imitable and substitutable. The contribution of the HR, according to the theory of resources, rather, is the inimitable and unique features that allow build individual and organizational capacity necessary for the company. In this perspective, what will make the difference between companies is their ability 1) to set and 2) to implement original configurations of practices tailored to specific situations they face.

Characteristics of a strong HR function

The central hypothesis of this paper is a strong HR function - that is to say that the ways to tax practices deemed necessary to achieve strategic objectives - is a necessary condition for the adoption and implementation of HR practices most effective organization. This paper posited that is to specialize the function's responsibility to create the "climate" conducive to implementation of certain practices and that therefore they need ...