HR Roles Effectiveness and HR Contributions Effectiveness: Comparing Evidence from HR and Line Managers

As the importance of human resource increases to the business, so does also the need to ensure its effective management. This study compared HR and line managers’ evaluation of the effectiveness of the HR department in terms of its roles and contributions to the firm using a multi-perspective view of effectiveness. Survey responses from 108 HR and 140 line managers from 108 large manufacturing and service firms in Malaysia showed significant differences in the ratings by HR and line managers. HR managers, quite unsurprisingly, rated higher both dimensions of the HR effectiveness as compared to line managers. For a comprehensive evaluation of HRM, the study reaffirms the need for a client-centered evaluation of effectiveness given that self-assessment is always exaggerated.

[1]  Patrick M. Wright,et al.  Comparing Line and HR Executives' Perceptions of HR Effectiveness: Services, Roles, and Contributions , 2001 .

[2]  A. Tsui Personnel Department Effectiveness: A Tripartite Approach , 1984 .

[3]  N. Johnson,et al.  Strategic human resource management effectiveness and firm performance , 2001 .

[4]  S. Teo,et al.  HR role effectiveness and organizational culture in Australian local government , 2003 .

[5]  Carol T. Kulik,et al.  The devolution of HR to the line: Implications for perceptions of people management effectiveness , 2008 .

[6]  K. Legge Human Resource Management: Rhetorics and Realities , 1995 .

[7]  Patrick M. Wright,et al.  The HR competencies‐HR effectiveness link: A study in Taiwanese high‐tech companies , 2006 .

[8]  David Guest,et al.  Human resource management: when research confronts theory , 2001 .

[9]  Jyotsna Bhatnagar,et al.  The Indian perspective of strategic HR roles and organizational learning capability , 2005 .

[10]  Mark A. Huselid,et al.  Technical and Strategic Human Resource Management Effectiveness as Determinants of Firm Performance , 1997 .

[11]  Ans De Vos,et al.  Perceptions of the value of the HR function , 2001 .

[12]  Mark A. Huselid The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance , 1995 .

[13]  N. Johnson,et al.  High Performance Work Practices and Human Resource Management Effectiveness: Substitutes Or Complements? , 2004, Journal of Business Strategies.

[14]  M. McHugh,et al.  Organizational metamorphosis led by front line staff , 1999 .

[15]  Susan Albers Mohrman,et al.  Beyond the Vision: What Makes HR Effective? , 2000 .

[16]  Janis R. Evink Human Resource Champions: The Next Agenda for Adding Value and Delivering Results , 1997 .

[17]  John E. Delery,et al.  Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions , 1996 .

[18]  I. Chew,et al.  The effects of culture and HRM practices on firm performance , 2005 .

[19]  S. Teo,et al.  Indicators of Strategic HRM Effectiveness: A Case Study of an Australian Public Sector Agency during Commercialization , 2005 .

[20]  H. Mitsuhashi,et al.  Line and HR executives' perceptions of HR effectiveness in firms in the People's Republic of China , 2000 .

[21]  L. Dyer,et al.  What's Next? Key Findings from the 1999 State-of-the-Art & Practice Study , 1999 .

[22]  David Grant,et al.  Barriers to effective HRM , 1999 .

[23]  Gerald R. Salancik,et al.  A Single Value Function for Evaluating Organizations with Multiple Constituencies , 1984 .

[24]  Ebrahim Soltani,et al.  Towards a TQM‐driven HR performance evaluation: an empirical study , 2003 .