Zusammenfassung
Seitdem Ulrich (Human resource champions: the next agenda for adding value and delivering results, Boston, Harvard Business School Press, 1997) das Rollenverständnis eines strategisch handelnden Personalverantwortlichen neu geprägt hat, wird das Konzept des HR Business Partners weitreichend und zugleich kontrovers in Wissenschaft und Praxis diskutiert. Erklärungen, wann und warum sich Personalverantwortliche als strategischer HR Business Partner verhalten, wurden in der Literatur bisher kaum berücksichtigt. Basierend auf der Theorie des überlegten Handelns nach Ajzen und Fishbein (Understanding attitudes and predicting social behavior, Englewood Cliffs, Prentice-Hall, 1980; J Pers Soc Psychol 27(1):41–57, 1973) werden Hypothesen zur persönlichen Einstellung sowie zur subjektiven Norm und ihrem Einfluss auf das Verhalten von Personalverantwortlichen abgeleitet. Die Befragung deutscher Personalverantwortlicher im Rahmen der Cranet Erhebungswelle 2009 zeigt, dass die Erwartung positiver Konsequenzen positiv auf die persönliche Einstellung wirkt. Der Stellenwert der Ressource Personal sowie die Existenz einer Personalstrategie beeinflussen positiv die subjektive Norm. Beides erhöht die Wahrscheinlichkeit, als strategischer HR Business Partner zu agieren.
Abstract
Since Ulrich (Human resource champions: the next agenda for adding value and delivering results, Boston, Harvard Business School Press, 1997) shaped the strategic role of HR managers, his concept of an HR business partner has been controversially discussed by researchers and practitioners. Explanations about when and how HR managers act as strategic business partners have found limited attention in the literature. Based on the theory of reasoned action developed by Ajzen und Fishbein (Understanding attitudes and predicting social behavior, Englewood Cliffs, Prentice-Hall, 1980; J Pers Soc Psychol 27(1):41–57, 1973), we hypothesize a positive relation between personal attitudes as well as subjective norm and the behaviour of HR managers to act as a strategic business partner. Results of the German Cranet survey in 2009 show that expected positive consequences influence the personal attitude, whereas the acceptance of the human resources as well as the existence of an HR strategy within the organisation is positively related with subjective norm. Hence, both attitude and subjective norm positively influence the behaviour of HR managers to act as a strategic business partner.
Literatur
Ajzen I (1971) Attitudinal vs. Normative messages: an investigation of the differential effects of persuasive communications on behavior. Sociometry 34(2):263–280
Ajzen I (1985) From intentions to action: a theory of planned behavior. In: Kuhl J, Baeckman J (Hrsg) Action control: from cognitions to behaviors. Springer, New York, S 11–39
Ajzen I (1991) The theory of planned behavior. Organ Behav Hum Decis Process 50(2):179–211
Ajzen I (2006) Constructing a TpB questionnaire: conceptual and methodological considerations. www.people.umass.edu/aizen/pdf/tpb.measurement.pdf. Zugegriffen: März 2009
Ajzen I, Fishbein M (1973) Attitudinal and normative variables as predictors of specific behaviors. J Pers Soc Psychol 27(1):41–57
Ajzen I, Fishbein M (1980) Understanding attitudes and predicting social behavior. Prentice-Hall, Englewood Cliffs
Allison P (1999) Multiple regression: a primer. Pine Forge, Thousand Oaks
Armitage CJ, Conner M (2001) Efficacy of the theory of planned behaviour: a meta-analytic review. Br J Soc Psychol 40:471–499
Armstrong JS, Overton TS (1977) Estimating nonresponse bias in mail surveys. J Marketing Res 14(3):396–402
Baird L, Meshoulam I (1988) Managing two fits of strategic human resource management. Acad Manag Rev 13(1):116–128
Barney JB (1991) Firm resources and sustained competitive advantage. J Manag 17(1):99–120
Barney JB, Wright PM (1988) On becoming a strategic partner: the role of human resources in gaining competitive advantage. Human Res Manag 37(1):31–46
Bennett N, Ketchen DJ, Schultz EB (1998) An examination of factors associated with the integration of human resource management and strategic decision making. Human Res Manag 37(1):3–16
Borsboom D, Mellenbergh GJ, van Heerden J (2003) The theoretical status of latent variables. Psychol Rev 110(2):203–219
Boxall PF (1992) Strategic human resource management: beginnings of a new theoretical sophistication? Human Res Manag J 2(3):60–79
Brandl J, Pohler D (2010) The human resource department’s role and conditions that affect its development: explanations from Austrian CEOs. Human Res Manag 49(6):1025–1046
Brewster C, Mayrhofer W, Morley M (2000) New challenges for European human resource management. Macmillan, Basingstoke
Buyens D, De Vos A (2001) Perceptions of the value of the HR function. Human Res Manag J 11(3):70–89
Caldwell R (2003) The changing roles of personnel managers: old ambiguities, new uncertainties. J Manag Stud 40(4):983–1004
Caldwell R, Storey J (2007) The HR function: integration or fragmentation? In: Storey J (Hrsg) Human resource management: a critical text, 3. Aufl. Thomson, London, S 21–38
Claßen M, Kern D. (2006) Studie HR Business Partner: Theorie und Praxis -- Sichtweisen und Perspektiven. Capgemini, Consulting Berlin
Edwards JR, Bagozzi RP (2000) On the nature and direction of relationships between constructs and measures. Psychol Methods 5(2):155–174
Fishbein M, Ajzen I (1975) Belief, attitude, intention and behavior: an introduction to theory and research. Addison-Wesley, Reading
Francis H, Keegan A (2006) The changing face of HRM: in search of balance. Human Res Manag J 16(3):231–249
Furnham A, Lovett J (2001) Predicting the use of complementary medicine: a test of the theories of reasoned action and planned behavior. J Appl Soc Psychol 31(12):2588–2620
Hair JF, Black WC, Babin BJ et al (2008) Multivariate data analysis, 7. Aufl. Pearson Prentice-Hall, New Jersey
Huselid MA (1995) The impact of human resource management practices on turnover, productivity, and corporate financial performance. Acad Manag J 38(3):635–672
Jonas K, Stroebe W, Hewstone M (2007) Sozialpsychologie – Eine Einführung, 5. Aufl. Springer, Heidelberg
Kabst R, Giardini A, Wehner MC (2009) International Komparatives Personalmanagement: Evidenz, Methodik & Klassiker des „Cranfield Projects on International Human Resource Management“. Rainer Hampp, München
Kabst R, Kötter PM, Meifert M et al (2010) HR Business Partner Gesucht. Personal 62(3):6–9
Kabst R, Wehner MC (2010) Personalmanagement der Zukunft: Quo Vadis? In: Schwuchow K, Gutmann J (Hrsg) Jahrbuch Personalentwicklung 2010. Luchterhand, Köln
Kelly J, Gennard J (1996) The role of personnel directors on the board of directors. Pers Rev 25(1):7–24
Kübler F, Assmann H-D (1998) Gesellschaftsrecht: Die privatrechtlichen Ordnungsstrukturen und Regelungsprobleme von Verbänden und Unternehmen, 6. Aufl. Müller, Heidelberg
Lawler EE III (2005) From human resource management to organizational effectiveness. Human Res Manag 44(2):165–169
Lawler EE III, Mohrman SA (2000) Beyond the vision: what makes HR effective? Human Res Plan 23(4):10–20
Lawler EE III, Mohrman SA (2003) HR as a strategic partner: what does it take to make it happen? Human Res Plan 26(3):15–29
Meifert M (2010) Was ist strategisch an der strategischen Personalentwicklung. In: Meifert M (Hrsg) Strategische Personalentwicklung. Ein Programm in acht Etappen, 2. Aufl. Springer, Heidelberg
Oliver RL, Bearden WO (1985) Crossover effects in the theory of reasoned action: a moderating influence attempt. J Cons Res 12(3):324–340
Podsakoff PM, MacKenzie SB, Lee J et al (2003) Common method biases in behavioral research: a critical review of the literature and recommended remedies. J Appl Psychol 88(5):879–903
Podsakoff PM, Organ DW (1986) Self-reports in organizational research: problems and prospects. J Manag 12(4):531–544
Rhodes N, Ewoldsen DR (2009) Attitude and norm accessibility and cigarette smoking. J Appl Soc Psychol 39(10):2355–2372
Richard OC, Johnson NB (2001) Strategic human resource management effectiveness and firm performance. Int J Human Res Manag 12(2):299–310
Sarver VTJ (2007) Ajzen and fishbein’s „theory of reasoned action“: a critical assessment. J Theory Soc Behav 13(2):155–164
Schuler RS, Jackson SE (1987) Linking competitive strategies with human resource management practices. Acad Manag Exec 1(3):207–219
Scullion H, Starkey K (2000) In search of the changing role of the corporate human resource function in the international firm. Int J Human Res Manag 11(6):1061–1081
Sheppard BH, Hartwick J, Warshaw PR (1988) The theory of reasoned action: a meta-analysis of past research with recommendations for modifications and future research. J Cons Res 15(3):325–343
Singh K, Leong SM, Tan CT et al (1995) A theory of reasoned action perspective of voting behavior: model and empirical test. Psychol Market 12(1):37–51
Steinmetz H, Schwens C, Wehner MC et al (2011) Conceptual and methodological issues in comparative HRM research: the cranet project. Human Res Manag Rev 21(1):16–26
Teo STT, Rodwell JJ (2007) To be strategic in the new public sector, HR must remember its operational activities. Human Res Manag 46(2):265–284
Tichy NM, Fombrun CJ, Devanna MA (1984) Strategic human resource management. Wiley, New York
Truss C, Gratton L, Hope-Hailey V et al (2002) Paying the piper: choice and constraint in changing HR functional roles. Human Res Manag J 12(2):39–63
Ulrich D (1997) Human resource champions: the next agenda for adding value and delivering results. Harvard Business School, Boston
Ulrich D, Allen J, Brockbank W et al (2009) HR transformation: building human resources from the outside in. McGraw-Hill, New York
Ulrich D, Brockbank W, Johnson D et al (2007) Human resource competencies: responding to increased expectations. Employ Relat Today 34(3):1–12
Ulrich D, Younger J, Brockbank W (2008) The twenty-first-century HR organization. Human Res Manag 47(4):829–850
Vecchio RP (1988) Organizational behavior. The Dryden, Chicago
Wernerfelt B (1984) A resource-based view on the firm. Strateg Manag J 5(2):171–184
Witt P (2008) Corporate Governance in Familienunternehmen. In: Albach H, Letmathe P (Hrsg) Corporate Governance in der Praxis mittelständischer Unternehmen. Gabler, 1–20
Wright C (2008) Reinventing human resource management: business partners, internal consultants and the limits to professionalization. Human Relat 61(8):1063–1086
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
About this article
Cite this article
Wehner, M., Kabst, R., Meifert, M. et al. Der Personalverantwortliche als strategischer Partner. Z Betriebswirtsch 82, 913–933 (2012). https://doi.org/10.1007/s11573-012-0613-9
Received:
Published:
Issue Date:
DOI: https://doi.org/10.1007/s11573-012-0613-9
Schlüsselwörter
- Strategischer Partner
- Strategische Integration
- Entscheidungsfindung
- Theorie des überlegten Handelns
- Personalverantwortliche
- Business Partner
Keywords
- Strategic partner
- Strategic integration
- Decision-making
- Theory of reasoned action
- HR managers
- Business partner