The role of the human resource management (HRM) function has significantly evolved since the 1980s. Specifically, the HRM function has become more strategic, with the most senior human resource professional (the HRM director) often being an integral member of the top management team. The profile and competencies of the HRM director, however, are crucial in shaping the strategic role of HRM in organizations. This chapter provides a comprehensive overview of the role of contextual factors related to both external environment (e.g., national culture, industry) and internal environment (e.g., ownership, the role of the HR function, performance, employee turnover) for the profile of the HRM director. Using data from the Cranfield Network on International Human Resource Management study, the chapter demonstrates that significant differences in the profile of an HRM director in terms of education, experience, and gender exist across contexts. This study contributes to the HRM literature by empirically exploring the differences in the profile of the human resource director across contexts and elucidating reasons for these differences.
|Titel des Sammelwerks||The Oxford Handbook of Contextual Approaches to Human Resource Management|
|Herausgeber*innen||Emma Parry , Michael J. Morley , and Chris Brewster|
|Verlag||Oxford University Press|
|Seiten||605 - 630|
|Publikationsstatus||Veröffentlicht - 2021|