Details
| Original language | English |
|---|---|
| Pages (from-to) | 1-49 |
| Number of pages | 49 |
| Journal | Business Research |
| Volume | 7 |
| Issue number | 1 |
| Early online date | 13 May 2014 |
| Publication status | Published - 1 Jun 2014 |
Abstract
Human resource (HR) management has been proposed as being one of the core drivers of the modernization of the public sector, in particular with reference to the changing nature of people management and ‘HR-public service partnerships’ as an antecedent capacity of modernizing public service organizations. Notwithstanding the ongoing interest in the transformation of HR systems, this study explores how and why such relationships between HR management (HRM) and organizational change emerge. Considering a resource and capability-based approach, the analysis reveals strategic HRM practices as a useful concept to distinguish HR activities and the processes that are occurring when a HR strategy is performed. Moreover, using a multiple case study design, the study exhibits the antecedents and effects of HR strategy formation during accounting change in six German local governments. The results provide evidence that forces of either strategic or administrative patterns of alignment refer to different layers and the sequencing of HRM activities within a process of HR system change, thereby revealing the possibility of contradictory effects induced by HR change agency on either the ‘HR’ or the ‘public service’ side of the strategic coin.
Keywords
- Human resource strategy, Multiple case study design, Organizational change, Resource and capability-based view
ASJC Scopus subject areas
- Business, Management and Accounting(all)
- Business, Management and Accounting (miscellaneous)
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In: Business Research, Vol. 7, No. 1, 01.06.2014, p. 1-49.
Research output: Contribution to journal › Article › Research › peer review
}
TY - JOUR
T1 - HR development in local government
T2 - how and why does HR strategy matter in organizational change and development?
AU - Bruns, Hans Jürgen
N1 - Funding Information: Recruiting/short-term training: Minor, weak linkage, internal recruiting and training on the job ‘learning by doing’, partial support by financial consultants (external) Objective setting/rewards: Minor, weak linkage, ‘planned project’ drawing on ‘NKF’-implementation
PY - 2014/6/1
Y1 - 2014/6/1
N2 - Human resource (HR) management has been proposed as being one of the core drivers of the modernization of the public sector, in particular with reference to the changing nature of people management and ‘HR-public service partnerships’ as an antecedent capacity of modernizing public service organizations. Notwithstanding the ongoing interest in the transformation of HR systems, this study explores how and why such relationships between HR management (HRM) and organizational change emerge. Considering a resource and capability-based approach, the analysis reveals strategic HRM practices as a useful concept to distinguish HR activities and the processes that are occurring when a HR strategy is performed. Moreover, using a multiple case study design, the study exhibits the antecedents and effects of HR strategy formation during accounting change in six German local governments. The results provide evidence that forces of either strategic or administrative patterns of alignment refer to different layers and the sequencing of HRM activities within a process of HR system change, thereby revealing the possibility of contradictory effects induced by HR change agency on either the ‘HR’ or the ‘public service’ side of the strategic coin.
AB - Human resource (HR) management has been proposed as being one of the core drivers of the modernization of the public sector, in particular with reference to the changing nature of people management and ‘HR-public service partnerships’ as an antecedent capacity of modernizing public service organizations. Notwithstanding the ongoing interest in the transformation of HR systems, this study explores how and why such relationships between HR management (HRM) and organizational change emerge. Considering a resource and capability-based approach, the analysis reveals strategic HRM practices as a useful concept to distinguish HR activities and the processes that are occurring when a HR strategy is performed. Moreover, using a multiple case study design, the study exhibits the antecedents and effects of HR strategy formation during accounting change in six German local governments. The results provide evidence that forces of either strategic or administrative patterns of alignment refer to different layers and the sequencing of HRM activities within a process of HR system change, thereby revealing the possibility of contradictory effects induced by HR change agency on either the ‘HR’ or the ‘public service’ side of the strategic coin.
KW - Human resource strategy
KW - Multiple case study design
KW - Organizational change
KW - Resource and capability-based view
UR - http://www.scopus.com/inward/record.url?scp=85058340507&partnerID=8YFLogxK
U2 - 10.1007/s40685-014-0002-z
DO - 10.1007/s40685-014-0002-z
M3 - Article
AN - SCOPUS:85058340507
VL - 7
SP - 1
EP - 49
JO - Business Research
JF - Business Research
SN - 2198-3402
IS - 1
ER -