Relevant bibliographies by topics / HR profession

Academic literature on the topic 'HR profession'

Author: Grafiati
Published: 10 December 2022
Last updated: 28 January 2023

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Journal articles on the topic "HR profession"

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Nayak, Anand, and L. Prabhakar. "HR Competencies: Taking the HR Profession to the Next Level." NHRD Network Journal 3, no. 4 (October 2010): 86–93. http://dx.doi.org/10.1177/0974173920100417.

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Ulrich, Dave, Jon Younger, Wayne Brockbank, and Michael D. Ulrich. "The State of the HR Profession." Human Resource Management 52, no. 3 (May 2013): 457–71. http://dx.doi.org/10.1002/hrm.21536.

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Ulfsdotter Eriksson, Ylva. "Global HRM standards as boundary objects: a device to enhance legitimacy and status." Personnel Review 46, no. 6 (September 4, 2017): 1089–103. http://dx.doi.org/10.1108/pr-01-2016-0013.

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Purpose In 2016, the International Organization for Standardization (ISO) introduced new standards for human resource management (HRM). The purpose of this paper is to describe and explain the significance that human resource (HR) professionals attribute to global HRM standards, what outcomes they envisage for the profession and organizations, and what influences engagement in the standardization project. Design/methodology/approach The analyses interpret the relationship between standards, professions, and organizations by combining theories of professions with concepts from institutional theory. The study is ethnographic and consists of observations of meetings and interviews with eight participants from the Swedish committee participating in the ISO project. Findings HR professionals consider HRM standards positive for the profession’s legitimacy, status, and development, which are also considered beneficial for organizations. However, difficulties in recruiting participants and organizations to the standardization project may prevent positive exchanges for the profession, and point to a weak interest in HRM issues from the HR professionals themselves. Research limitations/implications The generalizability of the results is somewhat limited due to the small sample size. Nevertheless, the study provides insights into how HR professionals reason about their profession and professionalization. Practical implications Gaining insights into the forthcoming global standards for HRM is important for HR professionals. These standards may be implemented in organizations worldwide and affect how HRM is conducted, and therefore also have a profound effect on the profession. Originality/value The ISO’s targeting of a specific occupation is unique. The paper contributes with the knowledge on how professionals relates to standardization of the given field.
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Romanova, I., E. Gurova, and N. Laas. "«I Like to Solve Complex Problems.» How HR Managers Assess Themselves in the Profession (Survey Results)." Management of the Personnel and Intellectual Resources in Russia 11, no. 1 (April 20, 2022): 51–58. http://dx.doi.org/10.12737/2305-7807-2022-11-1-51-58.

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The article presents the results of a study of the professionalism of personnel managers of domestic companies. Studied their perception of themselves as a professional and their own attitude to the chosen profession; specifics of professional communication and lifestyle; understanding the social and personal significance of the profession; personality changes under the influence of the profession, belonging to a professional culture. The study showed an understanding of the value to the chosen profession, a positive assessment of the respondents to their profession and the way of life associated with it, prevailing positive emotions in relation to their profession. The profession is attractive for respondents not only in material terms. In general, the respondents believe that it has a positive impact on their personality. Socio-psychological characteristics dominate in the structure of the respondents' professionally important qualities. In general, the HR managers we interviewed consider themselves professionals, while admitting a lack of knowledge for the implementation of their functional tasks.
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Жильцов, Vladimir Zhiltsov, Пахомов, and A. Pakhomov. "Issues of HR-Experts Professional Development in the USA." Management of the Personnel and Intellectual Resources in Russia 3, no. 6 (December 15, 2014): 23–25. http://dx.doi.org/10.12737/7296.

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The paper is concerns problems of professionalization HR-experts in USA. Information on structure of professional organizations in the ­ eld of HR practices and ways to outreach HR-experts are described. Of special interest is the assessment of HR-experts performance, undertaken on the basis of Friedson’s model. Of interest is also description of methods, HR-experts currently use to assess their own performance and speci­ cs of professional training. As the authors show, the need for entry control to the profession in terms of certi­ cation or acquiring higher education I relatively weak. The very fact of low entry barrier for HR practices may relate to low recognition of signi­ cance of HR-activities by public and business community. Despite the claims of the US HR-experts that they enjoy some autonomy of operation, in fact they tend to consider their work as being intrinsically controllable by their professional organization.
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Solovyova, Svetlana V., and Natalia V. Solovova. "Codes of ethics for the profession of the HR manager." Vestnik of Samara University. Economics and Management 13, no. 1 (April 1, 2022): 88–94. http://dx.doi.org/10.18287/2542-0461-2022-13-1-88-94.

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The focus of the article is on the problems of ethical regulation of professional activities of an HR manager. The purpose of the article is to explicate the ethical principles and norms of the professional activity of a personnel management specialist through the analysis of the ethical codes of HRM. Professional processes in personnel management are considered in the broad context of ethical transformations in the economy and the industrial revolution 4.0 / 5.0, including through an appeal to the phenomenon of new ethics, which causes serious changes in the value bases of business processes. Conflicts and difficulties are identified in theoretical research, real practices of moral and value regulation in professional HRM communities. The article presents the results of a theoretical study of the topic: the definition of the category "ethical code of the profession" is given, its components are shown, and possible grounds for the typology of ethical codes are highlighted. Based on the analysis of the codes of professional associations (AHRI, CIPD, CPHR, SHRM), the regulatory principles and norms that organize the activities of HRM are explicated; the conclusion is made about the value of ethical codes as a form of recognition of the dignity and reputation of the profession associated with human resource management. The semantic core of the HRM Code of Ethics is: its structure (built around the principles of professional ethics, articulates a system of requirements and norms, designates the area of responsibility); the principle of professionalism as the core of the ethical regulation of professional relations in personnel management (high competence combined with responsibility); the values of the first order (honesty, justice, legality, confidentiality, inclusiveness and tolerance) are highlighted, their connection with the processes of ethical transformation of the information society is shown.
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Clare Gillon, Anne. "Does OD practice within the HR profession in the UK reflect the academic rhetoric?" Leadership & Organization Development Journal 32, no. 2 (March 8, 2011): 150–69. http://dx.doi.org/10.1108/01437731111112980.

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PurposeThe purpose of this paper is to critically examine whether organizational development (OD), as described in academic writing on the topic, is reflected in practice in the Human Resources (HR) profession in the UK. This research aims to compare the results of an exploratory investigation to establish the main elements of OD practice in this professional group with academic definitions.Design/methodology/approachThe approach applied in this paper comprises a review of the academic literature on OD combined with an exploratory study by way of content analysis of job advertisements for OD professionals within the UK HR profession. Comparison between what the literature suggests companies should seek in the way of OD practice within the HR profession and the operationalisation of what they are actually requiring (deduced through the content of job advertisements) forms the basis of the methodology.FindingsWhile there are features of the academic definitions which do appear prominently in practice (in particular “change management”), there are also significant differences. In particular OD roles in practice in the HR profession appear to be much less likely to be of a consultancy orientation. Also striking is the apparent lack of emphasis on culture and behavioural issues. Within the UK HR profession, the lack of clarity in contemporary definition of OD may underpin the disparate use of terminology.Research limitations/implicationsThe data collected in the preliminary research are from a small‐scale investigatory study; therefore this limits the opportunity to draw robust generalised conclusions.Originality/valueDespite the increasing use of “OD” in the UK HR profession, there is no widely recognised description of what it encompasses within that community, while much of the “theorising” on OD to date has been descriptive/prescriptive. In this paper, a contrast between the academic rhetoric on OD and the reality of the practice within the HR profession has been presented, through comparing the literature with the findings from the preliminary research.
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Rucci, Anthony J. "Should HR survive? A profession at the crossroads." Human Resource Management 36, no. 1 (1997): 169–73. http://dx.doi.org/10.1002/(sici)1099-050x(199721)36:1<169::aid-hrm27>3.0.co;2-5.

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Hempel, Paul S. "Preparing the HR profession for technology and information work." Human Resource Management 43, no. 2-3 (2004): 163–77. http://dx.doi.org/10.1002/hrm.20013.

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Benuyenah, Vic, and Bistra Boukareva. "Making HRM curriculum relevant – a hypothetical practitioners’ guide." Journal of Work-Applied Management 10, no. 1 (June 4, 2018): 93–100. http://dx.doi.org/10.1108/jwam-09-2017-0026.

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Purpose Despite business schools teaching human resources management (HRM) for several decades, the skill set of graduates today fails to match the requirements of the industry. Although some attempt has been made to make the HRM curricula relevant, in most cases, a large gap exists between the subject, its assessment and the industry demands. The purpose of this paper is to illustrate the changing trends in the field of HR and present ideas that will guide modern HRM curriculum development. Design/methodology/approach The paper draws on professional experience of the authors in teaching and developing HR curricula as well as literature illustrations from work-based learning. Findings To achieve relevancy, HR curricula need to focus more on professional work-based skills that are pertinent to the contemporary workplace and re-structure exam formats to be in line with skills required in the HR profession. Research limitations/implications There is an opportunity to test the ideas expressed in this paper empirically; this can normally be done through a triad focus group including employers, students and teachers. Originality/value The paper is predicated on the mismatch between the teaching and assessment of some HR subjects and the needs of the contemporary HR profession.
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Dissertations / Theses on the topic "HR profession"

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Johansson, Jessica, and Albulena Kelmendi. "HR praktikers perspektiv i professionsfrågan - en studie kring HR uppdragets dilemman." Thesis, Malmö universitet, Malmö högskola, Institutionen för Urbana Studier (US), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-40674.

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Den historiska utveckling som verkar splittra både HR:s arbetssätt och professionsfrågan åt många håll motiverade vårt syfte att studera frågan i Sverige ur HR– praktikerns perspektiv. I den akademiska ordboken beskrivs begreppet profession att det tillhör ett fack, ett yrke. Professionalism är att vara yrkeskunnig. Under kapitel fem presenteras dessa begrepp utifrån flera teorier då dessa är återkommande i studiens kontext. Debatten kring HR:s funktion och status som profession har pågått under lång tid. Denna har involverat både externa parter samt HR själva. En följd av detta är att yrkesverksamma inom HR försökt utveckla en egen professionalism emedan yrket inte uppnått en profession. Således har vi funnit att det finns ett behov att betrakta HR praktikers praktiska perspektiv i professionsfrågan. Syftet är mer specifikt att konkretisera hur HR–praktiker betraktar sin profession. Mot bakgrund av ett tydligt inslag i att tidigare forskning tar upp vad yrkesgruppen bör vara och göra anknyter vår studie till det forskningsspår som handlar om yrkets identitet. Datainsamlingen för uppsatsen utgörs av sju intervjuer med HR–praktiker vilka representerar en mångfald av varierande HR–befattningar verksamma inom skilda branscher. Genom semistrukturerade intervjuer och en kvalitativ studie kommer forskarna fram till att det finns en otydlighet i HR-rollen samt en diskrepans i vad rollen kan bidra till och vad organisationen tar tillvara på. Det är även en etisk yrkesintegritet som behöver bli legitim, för att HR ska uppfylla sin funktion.
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Reichhardt, Heléne. "HR-professionens syn på eHRM i praktiken : En intervjustudie med yrkesutövare inom personalområdet." Thesis, Linnéuniversitetet, Institutionen för samhällsstudier (SS), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-78688.

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Author: Heléne Reichhardt       Title: The HR Profession's View of eHRM in Practice. Subject: A sociological study on the importance of digitalisation for the HR profession's professional activity. Purpose: The study examines the HR profession's perception of the importance of using eHRM in the profession. Method: The study is based on secondary data (literature, articles, reports, surveys) and eight semi-structured interviews with professionals in the field of Human Resources in Sweden. Theory: To analyse the empirical data three key concepts are used: Abbott’s (1988) Jurisdiction, ‘Division of Labor’ and ‘Expert System’. Findings/Result: Digital tools (eHRM) are used by HR professionals for most HR-related tasks, mainly administrative. The eHRM is used to work in a similar way in standardized HR processes. Self-service systems are used for assignment of tasks, which releases time for the HR function. With the help of digitalisation, HR wants to create space for an increased strategic role, thereby strengthening its professional status. The introduction of eHRM tools involves negotiation between occupational groups on division of labor and delegation, where HR professionals are given increased control. Managers’ resistance to eHRM can be understood as a sign of ongoing negotiations between managers and HR professionals about who will control and perform administrative HR tasks. Key word: Digitalisation, eHRM, Human Resources Management, Profession
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Martin, Jason. "The virtuous Human Resource-practitioner : Can virtue ethics support the emerging role for the HR-profession in a changing labour market?" Thesis, Linköpings universitet, Centrum för tillämpad etik, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-119075.

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The purpose of this thesis is to evaluate the possibilities of applying virtue ethics in the HR-profession by presenting the foundation for virtue ethics and addressing how it could be transformed into virtue ethical principles for HR-practitioners in Swedish work-life. I address the questions how virtue ethics could support HR-practitioners in doing ”the right thing” and how a HR-practitioner should be. I argue that the fit between virtue ethics and the HR-profession rests on principles of moral consciousness and intellectual reflection and on the principles of practice and developing excellence. I also argue that moral institutionalization through measures of professional ethical codification could form an important practical feature. Mediated by the concept of phronesis, I define four core virtues for HR-practitioners: trustworthiness, cooperation, justice and integrity. I conclude that virtue ethics could be pivotal in promoting positive culture, forming the basis of increased trust, confidence and security within organizations.
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Bailey, Moira. "Developmentalism : from here to there : is heutagogy the way there for HR?" Thesis, University of Stirling, 2013. http://hdl.handle.net/1893/17260.

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There have been suggestions in recent times that the traditional criteria for defining professions is outmoded and inappropriate particularly in relation to the new professions, such as Human Resource Management (HRM). Evans (2008b) has suggested that a more appropriate evaluation is in terms of a commitment to professional development and has identified that this commitment be referred to as ‘developmentalism’. There are a number of ways in which professional development can occur and while traditionally this involved almost exclusively, formal experiences, such as courses, current thinking is now moving towards utilising more accessible, practice based, non-formal mechanisms. The research presented in this thesis investigates how non-formal learning is used to contribute to a climate of developmentalism by Human Resource (HR) practitioners. For this purpose, 17 in-depth semi-structured-interviews with a purposively selected sample of HR practitioners were conducted. The transcripts were analysed based on the four step process of phenomenographic analysis suggested by Marton (1994) cited by Schroder et al (2005) and Soon and Barnard (2002), to discover the qualitatively different ways in which HR practitioners describe, experience, understand and analyse their professional development and the use of non-formal learning in that development. What emerged from the analysis were two sets of categories of description; one for each of the phenomena namely professional development and non-formal learning. In addition, an outcome space for each of the phenomena emerged, illustrating the hierarchical relationship within each set of categories of description as well as the dimensions of variation relating to the phenomena. Also emerging from the analysis was a conceptualised model for professional development comprising non-formal learning using a heutagogical approach in conjunction with the empirically developed HR professionality continuum as a record of achievement. This model is offered as a means of encouraging HR practitioners to participate in professional development. Several recommendations arose from this research, and it is anticipated that these recommendations will be of interest to HR practitioners, their employers, HR educators, and the Chartered Institute of Personnel and Development (CIPD).
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Rahlen, Andrea, and Elin Horn. "HR-partnern: “En starkt rådgivande funktion” : En kvalitativ intervjustudie om rollen som HR-partner och lärande inom professionen." Thesis, Uppsala universitet, Institutionen för pedagogik, didaktik och utbildningsstudier, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-403166.

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Det senaste decenniet har HR-arbetet förändrats i och med HR-transformationen som innebar införandet av en ny roll, HR-partner, i syfte att göra arbetet mer effektivt och värdeskapande. Den administrativa generalistrollen skulle bli mer strategisk och en del av organisationens ledning, genom införande av självbetjäningstjänster samt omfördelning av arbetsuppgifter. Detta ledde till en gränsdragningsproblematik och rollen som HR-partner blev otydlig. Vår studie syftar till att undersöka rollen som HR-partner för klargöra vad rollen innebär. Vidare avser studien att bringa kunskap om hur man i rollen kan utvecklas genom att undersöka lärandet inom rollen.   Undersökningen har skett genom en kvalitativ metod med sju semi-strukturerade intervjuer av HR-partners på olika företag i Stockholm och Uppsala. Slutsatser av vår empiri har dragits utifrån vårt teoretiska ramverk: episteme, techne och fronesis, anpassningsinriktat och utvecklingsinriktat lärande, samt arbetsplatslärande. Studiens frågeställningar har besvarats med hjälp av en tematisk analys, som gav resultatet att rollen är komplex men att den av samtliga intervjupersoner upplevs vara en verksamhetsnära stödjande funktion med både operativa och strategiska arbetsuppgifter. Däremot har vi sett tendenser till att rollen på vissa företag inte utvecklats till den strategiska rådgivande funktion som varit avsikten. Orsaken till det tror vi kan bero på tidsbrist och en upplevelse av begränsat handlingsutrymme, vilket i sin tur kan bero på otydligt definierade arbetsuppgifter. Samtliga respondenter hade någon form av lärande forum och har lärt sig både informellt och icke-formellt. Samtliga respondenter uttryckte en önskan om ett ökat samarbete, med främst andra HR-partners inom företaget. En slutsats från vår studie är att ett ökat fokus på samarbete och en tydligare definition av roller från verksamheten skulle kunna leda till en förbättring och utveckling av rollen som HR-partner.
In the past decade, HR work has changed as a result of the HR transformation, which entailed the introduction of a new role, HR partner, in order to make the work more efficient and value-creating. The administrative general role would become more strategic and part of the organization's leadership, through the introduction of self-service services and the redistribution of tasks. Although, a change regarding the tasks made the role “HR partner” become unclear. Our study aims to investigate the role of HR partners to clarify what the role entails. Furthermore, the study intends to bring knowledge about how one can develop in the role by examining learning within the role.   The study was conducted using a qualitative method with seven semi-structured interviews of HR partners at various companies in Stockholm and Uppsala. Conclusions of our study has been drawn from our theoretical framework: episteme, techne and fronesis, adaptive and developmental learning, and workplace learning. The study's questions have been answered with the help of a thematic analysis, which gave the result that the role is complex but that the role by all interviewees was explained to be a business-related support function with both operational and strategic tasks. However, we have seen tendencies that the role in some companies has not evolved into the strategic advisory function that was intended. The reason for this, we believe, may be due to lack of time and an experience of limited scope for action, which in turn may be due to clearly defined tasks. All respondents had some kind of network learning and have learned both informally and non-formally. All respondents expressed a desire for increased cooperation, especially with other HR-partners within the company. One conclusion from our study is that an increased focus on collaboration and a clearer definition of roles from the business could lead to an improvement and development of the role “HR partner”.
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Palmer, Adam. "Developing professional HR practice and teaching in the university sector." Thesis, Middlesex University, 2007. http://eprints.mdx.ac.uk/13424/.

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This submission for the award of Doctor of Professional Studies comprises a collection of the candidate's published work and selected strategy papers with an accompanying context statement. The key methodology used for constructing this submission is reflective practice and represents further developments in the writer's thinking through the process of compiling this context statement. The author has been introduced to recent work by Whitehead and Mcniff(2006) that gives him confidence that he can make this claim for a doctoral level award based on his learning journey thus far. In this sense it marks a new beginning in the way in which he will develop his approach to research. Significantly being able to put the "I" into this work, as demonstrated from page 5 onwards, has had a liberating effect on his writing. The publications presented however demonstrate the employment of a range of methodologies including action research, postal surveys with quantitative analysis, qualitative approaches using structured interviews and focus groups. This statement and the accompanying examples of public works is a narrative that traces the career path of a human resource professional, academic and practitioner as he moves from being a practitioner, to being an academic leader and teacher, to being a senior policy maker and then returning to his current role as an academic and teacher. He shares an emerging body of theory supported by a range of selected publications. The central theme of this account is how an HR practitioner tries to live out his values and beliefs as he seeks to influence the practice and development of both his colleagues and students within a rapidly changing world. Some of these changes come from the external environment, for example, the reducing resources threatening the viability of universities coping with large numbers of students. Other changes are within the writer himself as he moves from being an academic to being a policy maker and demonstrates what Mcniff and Whitehead (2006) would term his "living contradictions". The story tells how he has attempted to address this contradiction through maintaining the integrity of his values by working through a range of issues that are the subject of supporting publications: • How to cope with increasing number of students without compromising quality • How can academics best prepare and support students independent study • How to ensure learning resources are allocated in a fair and equitable way • How to support staff and colleagues in encouraging them to disseminate good practice • How to use case studies as a method for both inquiry and development of practice in the context of supporting the human resource function in small business • How to create HR strategy in a collaborative and inclusive way • How to encourage employment diversity in the small business sector • How to develop rewards for teachers that also have benefits for student learning.
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Harrison, Patricia Audrey. "How the HR professional learns to practice : a 'novice learner' perspective." Thesis, University of Leeds, 2013. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.634207.

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The aim of this thesis is to discover how novice Human Resource (HR) professionals learn to practice. In addressing this aim, the thesis evaluated what processes supported and hindered the development of HR professional practice and explored if there was a relationship between the methods experienced while learning and, subsequent, professional development. The grounded theory method with a longitudinal, relativism, case study approach was adopted for the research. The research design involved a comprehensive review of the literature on professional practice and knowledge. The study followed the careers of five novice HR professionals which involved annual meetings with them and their manager over a period of three years, thus resulting in 30 in-depth interviews. The literature demonstrated the tensions for HR generally and, particularly, in terms of its status as a profession, with it being deemed by some to be an occupation (Caldwell 2003) or semi-profession (Hodson and Sullivan 2012). Furthermore, a critical feature of professions is the development of both explicit and tacit knowledge owing to them being what Eraut (2003:61) term an "applied field". A conceptual model was developed by the author to capture these points in the context of professional development for the novice. This research found a difference in professional development of novice HR professionals who were fully supported. Of the five participants in the research, two of them achieved greater professional development. This appeared to be attributable to five factors (role, management, organisation, personal and professionalism). The author has used these factors to build a professional development framework that may be helpful in cultivating HR practice. The research makes an important contribution in understanding the nature of tacit and explicit knowledge plus professional development within the context of a profession. Furthermore, contributions are made for the development of novice HR practitioners by developing a unifying, practical professional development framework. The fram,ework has been specifically designed as a 'practical tool to be utilised by managers and/or novice HR professionals. The study also highlights avenues for future research and suggests practical implications for both the HR professional body and Higher Education.
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Samuelsson, Erik, and Kalle Skirhammar. "”Vi sitter faktiskt inte bara och fikar” : En kvalitativ fallstudie om ledningsgruppseffektivitet och HR-professionen i ledningsgruppen." Thesis, Högskolan i Jönköping, Högskolan för lärande och kommunikation, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-44114.

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Yennego, Jr Zubah Kollie, Fredrik Blomstervall, and Markus Rasmussen. "Purchasing Process of Services : A Study of the Purchasing Process of Human Resource (HR) Services." Thesis, Linnéuniversitetet, Institutionen för ekonomistyrning och logistik (ELO), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-64845.

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Title: Purchasing Process of Services: A Study of the Purchasing Process of HumanResource (HR) services Background: The rise in competition among organizations continues to increase. The rise in globalization, outsourcing and continuous pressure from customers have been the source for the increase in competition. Additionally, the instability in various industries is leading to high competition among firms. The purchasing of professional services is vital to organizations. Contemporary organizations spend a huge portion of their resources on the purchasing of professional services. The proper purchase of professional services can lead to cost saving and competitive advantage for companies or organizations. Research Questions:  How can the various purchasing models be used to develop a process for professional HR service purchasing? What are the factors involved in developing a process for the purchasing of professional HR services Purpose: The purpose of this thesis is to develop a purchasing process for the purchasing of professional HR services. It takes into consideration the various classifications models of purchasing and the factors involved in the purchasing of services in order to develop a purchasing process for professional HR services. Method: Through a qualitative case study, the thesis gathered empirical data and used the deductive scientific approach to building a foundation of theory. Additionally, pattern matching was used to analyze both the theory and empirical data. Conclusion: The thesis developed a new classification model for HR services which resulted in the development of a new purchasing process that takes into consideration the classification of services and integrates the effects of the classification in the purchasing process. Additionally, the thesis discovered that personal relationship, clarity of problem and solution, specification of supplier’s inputs, specification of supplier’s throughputs or processes, specification of supplier’s output and specification of supplier’s outcome and the characteristics of service are factors involved in the development of a purchasing process forHR Services. Keywords: Professional Human Resource Services, Categorization of service, PurchasingModels, Service Purchasing Process
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Kinsey, Sue. "'Professional partner' or 'management's bitch'? : a discourse analytic study of the identity construction of HR practioners in English local government." Thesis, University of Nottingham, 2012. http://eprints.nottingham.ac.uk/12490/.

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Drawing on the transcripts of 47 semi-structured interviews with HR practitioners in local government in the English Midlands, this thesis explores what Beech (2008) calls the ‘route to meaning construction of the self’ of HR practitioners as they navigate discourses of HRM and public sector reform in the pursuit of ‘professional’ identity and organizational legitimacy. Through the use of discourse analysis, the study makes three key contributions: firstly, it challenges the dichotomous characterisation of a ‘modernising’ public sector and identifies a discursive pragmatism, whereby public sector employees craft a workable identity reconciling ‘old’ public sector talk with a tempered public sector ‘reform’ discourse to forge ‘third way’ discourses. Secondly, it challenges the notion of ‘strategic’ legitimacy as the only means by which a plausible organizational identity might be constructed for the HR function, with the denigrated ‘administrative’ HR role rewritten as a problem solving and pragmatic orientation. Finally, it concludes that HR legitimacy will remain elusive whilst HR’s identity, particularly in relation to line management, is constructed through gendered and sexualised discourses. The title of the thesis, drawing on the words of interviewees, represents alternative conceptions of the HR function: legitimated through recourse to ‘professionalism’ and partnership talk, or managerial cipher, in thrall to public sector managerialization, particularly through the construction of HR’s role and identity in gendered and sexualised terms.
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Books on the topic "HR profession"

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Bianchi, Alden J. Benefits compliance: An overview for the HR professional. [United States]: WorldatWork, 2008.

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Professional HR: Evidence-based people management and development. London: Routledge, 2013.

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Kovac, Jason C. FLSA compliance: An overview for the HR professional. Scottsdale, AZ: WorldatWork, 2004.

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Armstrong, Sharon. The essential HR handbook: A quick and handy resource for any manager or HR professional. Franklin Lakes, NJ: Career Press, 2008.

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1966-, Caldwell Sheri A., ed. Got a minute?: The 9 lessons every HR professional must learn to be successful. Alexandria, Va: Society for Human Resource Management, 2010.

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Durakova, Irina, Svetlana Pugach, Aleksandra Mitrofanova, Mariya Saakyan, Lusine Karapetyan, Valeriya Konovalova, Svetlana Sotnikova, et al. HR Management in Russia: the Policy of diversity and inclusiveness. Book 10. ru: INFRA-M Academic Publishing LLC., 2022. http://dx.doi.org/10.12737/1876366.

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The monograph contains the results of research concerning, firstly, the specifics of the formation of the strategy and policy of personnel diversity, the specifics of youth as an object of diversified personnel management; issues of discrimination of employees in the workplace. Secondly, the promotion of scientific thought in the development of a productive model of hybrid employment, solving the problems of motivational HR diversity of public civil servants; determining the prospects for a rational balance of freedom and security in the modern world; presenting a new paradigm for combining work and private life through the combination of professional and parental work. Thirdly, new interdisciplinary approaches to the knowledge of the professional success of older workers, including in inclusive employment conditions. Fourth, solving the problems of diversity of personnel from the standpoint of interdisciplinary experience and applied aspects, including through organizational design, the formation of integrated reporting taking into account human capital, providing conditions for self-realization of the individual, the development of the employer's brand, the formation of a modern office space. For a wide range of readers interested in personnel management issues. It can be useful for students, postgraduates and teachers of economic universities.
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(2014), Global HR Forum, ed. Silloe wa t'onghap ŭi injae ka tap ida. Sŏul T'ŭkpyŏlsi: Han'guk Kyŏngje Sinmunsa Ch'ulp'an'guk, 2014.

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Armstrong, Sharon. The essential performance review handbook: A quick and handy resource for any manager or HR professional. Franklin Lakes, NJ: Career Press, 2010.

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Waterhouse, Tim. In light of the continuous and changing demands of the pharmaceutical industry on HR what are the implications for the role and skills of the HR professional in the UK pharmaceutical industry?. Oxford: Oxford Brookes University, 2000.

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Kochan, Thomas A. Social Legitimacy of the HRM Profession: A US Perspective. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0029.

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This article argues that HR professionals need to treat business strategy as an endogenous variable, be more externally focused and skilled at building networks and productive alliances with other groups and institutions, become more analytical and able to document the benefits associated with effective HR policies and practices to firms and employees, and be skilled at managing in an increasingly transparent society and information savvy workforce. The changing gender composition of the HR profession may affect its success in making these changes and meeting these challenges. Ironically, however, significant change in the status and legitimacy of the HR profession may require a rebalancing of power in employment relations.
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Book chapters on the topic "HR profession"

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Karoliny, Zsuzsa, and Norbert Sipos. "Explanations of the Feminization Effects in HR Profession and Beyond." In Eurasian Business Perspectives, 159–73. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-11872-3_10.

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Bartsch-Spörl, Brigitte, Klaus North, and Peter Pawlowsky. "Knowledge Management in Small and Medium Enterprises (WMKMU 2005): Integration of HR and IT Perspectives." In Professional Knowledge Management, 719–20. Berlin, Heidelberg: Springer Berlin Heidelberg, 2005. http://dx.doi.org/10.1007/11590019_80.

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Szederjei, Elena. "Owner–CEO Collaboration Case." In Management for Professionals, 53–55. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-48606-8_11.

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AbstractThe combination of owner and CEO roles can be both a blessing and a disaster. The success mainly depends on professional and personal skills of the person in charge. HR competence and financial literacy are compulsory for a CEO. It is reasonable to separate ownership and company’s guidance in case when the owner is insufficiently skilled in these areas.
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Zizikova, S. I., Yu Yu Kareva, and I. L. Matasova. "Professional Education Digitalization (Example of Physical Culture)." In Digital Economy and the New Labor Market: Jobs, Competences and Innovative HR Technologies, 175–83. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-60926-9_24.

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Konovalova, V. G., M. A. Fedotova, and Inh Bình. "Professional and Public Accreditation of HR Management Educational Programs: Prospects and Challenges." In Digital Economy and the New Labor Market: Jobs, Competences and Innovative HR Technologies, 201–9. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-60926-9_27.

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Rakhmatullina, A. R., A. L. Fursov, and E. Yu Bobkova. "Professional Competency of a Mediator: Criteria and Standards." In Digital Economy and the New Labor Market: Jobs, Competences and Innovative HR Technologies, 343–47. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-60926-9_44.

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Kummamuru, Supriya, and P. N. Murthy. "Exploring the Complex Interface between IT Professional and HR: Building Flexibility Applying Cybernetic Concepts." In Flexible Systems Management, 115–33. New Delhi: Springer India, 2015. http://dx.doi.org/10.1007/978-81-322-2380-1_10.

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Arnone, Maria, and Stephen A. Stumpf. "View from the Top: The Increasing Prevalence of Co-Heads as an HR Strategy within Professional Services Firms." In Weltwirtschaft 2010, 263–74. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-02083-4_17.

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Marks, Kate. "The Profession." In HR for Creative Companies, 1–8. RIBA Publishing, 2019. http://dx.doi.org/10.4324/9780429346552-1.

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Ulrich, Dave. "Using 360 Feedback to Shape a Profession." In Handbook of Strategic 360 Feedback, 503–16. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780190879860.003.0030.

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This chapter offers another use of the 360 beyond personal development to the shaping of a profession (i.e., the competencies of human resource [HR] professionals using a 360 methodology). Called the HR Competency Study (HRCS), this research has included seven rounds of data collection with over 12,000 focal leaders (the participants in the study), 75,000 raters (about 60% of the raters work in HR and about 40% are outside of HR) in over 5,500 businesses. These respondents were selected from leading HR associations around the world who are partners in the study. This chapter overviews the 2016 results, offers three insights about using 360 methodology to shape a profession (including an updated set of core competencies), and concludes with implications for using 360s for personal development.
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Conference papers on the topic "HR profession"

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Borisova, Alena. "THE COMPETITIVENESS OF HR-MANAGERS: KEY FACTORS OF THE PROFESSION ATTRACTIVENESS." In 4th International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2017. Stef92 Technology, 2017. http://dx.doi.org/10.5593/sgemsocial2017/15/s05.122.

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Suryanarayana, Alamuri. "HR Competencies for Sustainable Change and Talent Management: Implications for HR Professionals." In Annual International Conference on Human Resource Management and Professional Development. Global Science and Technology Forum (GSTF), 2012. http://dx.doi.org/10.5176/2251-2449_hrmpd12.50.

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Gustave, Nicole, and Abdullah Alarfaj. "Is Digital Nomadism the Answer to Work Life Balance?" In SPE Middle East Oil & Gas Show and Conference. SPE, 2021. http://dx.doi.org/10.2118/204874-ms.

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Abstract The world is currently experiencing a rude awakening because of the COVID-19 pandemic and in a matter of months businesses averse to trust the benefits of remote working have been compelled to adapt. This advantage has enabled many Human Resource (HR) Professionals to revisit the dreaded topic of flexible working, as the new normal has shown that it is not where you work but the work you produce that matters. Ironically, the age-old question of work-life balance surfaces as individuals search for the purpose of life as the pandemic brings everyone to their knees and philosophically people question what exactly is this balance. For HR Professionals this question is not personal but a matter of their profession in providing companies with a wider lens to understand that in order to remain competitive they need to adapt to change. One of the ways is to develop an open mindset and flexibility to revise their policies on types of flexible working, which offers work-life balance and positively impacts their ability to retain and attract highly skilled talent. This article examines the concept of Digital Nomadism as one of the radical yet realistic ways to achieve work-life balance. Digital Nomadism puts a new spin on work arrangements and is a movement of highly mobile workers who dictate where they work, how they adapt to the demands of work to suit their lifestyle and find balance; with digital technologies. The concept has been around since 2014, the history of nomadism even longer but what is new, and why this subject adds value is the ingenuity of technology, how it makes this way of working a reality and the increasing numbers of digital nomads. The research suggests that approximately several hundred thousand of digital nomads exist throughout the world and numbers continues to rise due to globalization and the need for talent to be flexible with their lifestyles and work. Interestingly, while many companies are convinced of the technological disruptors and how it changes the face of work from a technical perspective, the flexibility of work patterns remains a hard sell in some cases. Consequently, recruiting for talent, employment contracts and the way work is organized, remains the same and lacks flexibility. This limits the opportunity to remain competitive, retain or attract top talent and drive innovation at all angles of the business. This paper will confirm whether the solution to work-life balance is the notion of digital nomadism, detailing how it works, its benefits and issues, with the intention to offer an option to forward thinking companies, reasons to adapt their flexible working policies.
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Korotkikh, Ekaterina A. "MANAGING THE PROFESSIONAL CAREER OF HR SPECIALIST." In УПРАВЛЕНИЕ ЧЕЛОВЕЧЕСКИМИ РЕСУРСАМИ - ОСНОВА РАЗВИТИЯ ИННОВАЦИОННОЙ ЭКОНОМИКИ. Красноярск: Федеральное государственное бюджетное образовательное учреждение высшего образования "Сибирский государственный университет науки и технологий имени академика М.Ф. Решетнева", 2022. http://dx.doi.org/10.53374/9785864339176_267.

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Abdul Halim, Hasliza, Noor Hazlina Ahmad, and T. Ramayah. "Examining the Factors Influencing HR Outsourcing." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age. Global Science & Technology Forum (GSTF), 2011. http://dx.doi.org/10.5176/2251-2349_hrmpd24.

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Suen, Hung-Yue, Hsiang-En Hsiao, and Jiann-Min Yang. "Antecedent of HR Competencies and Job Performance: Required IT Competencies for HR Professional in Digital Era." In 2011 International Joint Conference on Service Sciences (IJCSS). IEEE, 2011. http://dx.doi.org/10.1109/ijcss.2011.23.

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Amarakoon, Upamali, Jay Weerawardena, and Martie Louise Verreynne. "HR Innovation for Competitive Advantage: Insights from Australia." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age. Global Science & Technology Forum (GSTF), 2013. http://dx.doi.org/10.5176/2251-2349_hrmpd13.09.

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Ponomareva, Olga Ya. "Digital Competencies As The Basis Of HR Managers’ Professional Culture." In Joint Conferences: 20th Professional Culture of the Specialist of the Future & 12th Communicative Strategies of Information Society. European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.12.03.47.

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Ivanova, O. E. "Methodology For Managing The "Digital"Generation Of Employees: Hr-Logo-Management." In Joint Conferences: 20th Professional Culture of the Specialist of the Future & 12th Communicative Strategies of Information Society. European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.12.03.61.

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Fang, Yu-Shen. "The Competencies Gap for HR Professional Self Inspection of Small and Medium-Sized Micro-Enterprises." In Proceedings of the 2019 4th International Conference on Financial Innovation and Economic Development (ICFIED 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icfied-19.2019.34.

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