Zeitschrift für Betriebswirtschaft

, Volume 82, Issue 9, pp 913–933 | Cite as

Der Personalverantwortliche als strategischer Partner

Persönliche Einstellung oder subjektive Norm?
  • Marius Claus Wehner
  • Rüdiger Kabst
  • Matthias Meifert
  • Lisa Marie Cunz
Forschung

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.

Schlüsselwörter

Strategischer Partner Strategische Integration Entscheidungsfindung Theorie des überlegten Handelns Personalverantwortliche Business Partner 

HR managers as strategic partner

Attitude or subjective norm?

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.

Keywords

Strategic partner Strategic integration Decision-making Theory of reasoned action HR managers Business partner 

JEL Classification

M12 M14 

Literatur

  1. Ajzen I (1971) Attitudinal vs. Normative messages: an investigation of the differential effects of persuasive communications on behavior. Sociometry 34(2):263–280CrossRefGoogle Scholar
  2. 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 11–39Google Scholar
  3. Ajzen I (1991) The theory of planned behavior. Organ Behav Hum Decis Process 50(2):179–211CrossRefGoogle Scholar
  4. Ajzen I (2006) Constructing a TpB questionnaire: conceptual and methodological considerations. www.people.umass.edu/aizen/pdf/tpb.measurement.pdf. Zugegriffen: März 2009Google Scholar
  5. Ajzen I, Fishbein M (1973) Attitudinal and normative variables as predictors of specific behaviors. J Pers Soc Psychol 27(1):41–57CrossRefGoogle Scholar
  6. Ajzen I, Fishbein M (1980) Understanding attitudes and predicting social behavior. Prentice-Hall, Englewood CliffsGoogle Scholar
  7. Allison P (1999) Multiple regression: a primer. Pine Forge, Thousand OaksGoogle Scholar
  8. Armitage CJ, Conner M (2001) Efficacy of the theory of planned behaviour: a meta-analytic review. Br J Soc Psychol 40:471–499CrossRefGoogle Scholar
  9. Armstrong JS, Overton TS (1977) Estimating nonresponse bias in mail surveys. J Marketing Res 14(3):396–402CrossRefGoogle Scholar
  10. Baird L, Meshoulam I (1988) Managing two fits of strategic human resource management. Acad Manag Rev 13(1):116–128Google Scholar
  11. Barney JB (1991) Firm resources and sustained competitive advantage. J Manag 17(1):99–120CrossRefGoogle Scholar
  12. Barney JB, Wright PM (1988) On becoming a strategic partner: the role of human resources in gaining competitive advantage. Human Res Manag 37(1):31–46CrossRefGoogle Scholar
  13. 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):3–16CrossRefGoogle Scholar
  14. Borsboom D, Mellenbergh GJ, van Heerden J (2003) The theoretical status of latent variables. Psychol Rev 110(2):203–219CrossRefGoogle Scholar
  15. Boxall PF (1992) Strategic human resource management: beginnings of a new theoretical sophistication? Human Res Manag J 2(3):60–79CrossRefGoogle Scholar
  16. 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):1025–1046CrossRefGoogle Scholar
  17. Brewster C, Mayrhofer W, Morley M (2000) New challenges for European human resource management. Macmillan, BasingstokeCrossRefGoogle Scholar
  18. Buyens D, De Vos A (2001) Perceptions of the value of the HR function. Human Res Manag J 11(3):70–89CrossRefGoogle Scholar
  19. Caldwell R (2003) The changing roles of personnel managers: old ambiguities, new uncertainties. J Manag Stud 40(4):983–1004CrossRefGoogle Scholar
  20. 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 21–38Google Scholar
  21. Claßen M, Kern D. (2006) Studie HR Business Partner: Theorie und Praxis -- Sichtweisen und Perspektiven. Capgemini, Consulting BerlinGoogle Scholar
  22. Edwards JR, Bagozzi RP (2000) On the nature and direction of relationships between constructs and measures. Psychol Methods 5(2):155–174CrossRefGoogle Scholar
  23. Fishbein M, Ajzen I (1975) Belief, attitude, intention and behavior: an introduction to theory and research. Addison-Wesley, ReadingGoogle Scholar
  24. Francis H, Keegan A (2006) The changing face of HRM: in search of balance. Human Res Manag J 16(3):231–249CrossRefGoogle Scholar
  25. 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):2588–2620CrossRefGoogle Scholar
  26. Hair JF, Black WC, Babin BJ et al (2008) Multivariate data analysis, 7. Aufl. Pearson Prentice-Hall, New JerseyGoogle Scholar
  27. Huselid MA (1995) The impact of human resource management practices on turnover, productivity, and corporate financial performance. Acad Manag J 38(3):635–672CrossRefGoogle Scholar
  28. Jonas K, Stroebe W, Hewstone M (2007) Sozialpsychologie – Eine Einführung, 5. Aufl. Springer, HeidelbergGoogle Scholar
  29. Kabst R, Giardini A, Wehner MC (2009) International Komparatives Personalmanagement: Evidenz, Methodik & Klassiker des „Cranfield Projects on International Human Resource Management“. Rainer Hampp, MünchenGoogle Scholar
  30. Kabst R, Kötter PM, Meifert M et al (2010) HR Business Partner Gesucht. Personal 62(3):6–9Google Scholar
  31. Kabst R, Wehner MC (2010) Personalmanagement der Zukunft: Quo Vadis? In: Schwuchow K, Gutmann J (Hrsg) Jahrbuch Personalentwicklung 2010. Luchterhand, KölnGoogle Scholar
  32. Kelly J, Gennard J (1996) The role of personnel directors on the board of directors. Pers Rev 25(1):7–24CrossRefGoogle Scholar
  33. Kübler F, Assmann H-D (1998) Gesellschaftsrecht: Die privatrechtlichen Ordnungsstrukturen und Regelungsprobleme von Verbänden und Unternehmen, 6. Aufl. Müller, HeidelbergGoogle Scholar
  34. Lawler EE III (2005) From human resource management to organizational effectiveness. Human Res Manag 44(2):165–169CrossRefGoogle Scholar
  35. Lawler EE III, Mohrman SA (2000) Beyond the vision: what makes HR effective? Human Res Plan 23(4):10–20Google Scholar
  36. Lawler EE III, Mohrman SA (2003) HR as a strategic partner: what does it take to make it happen? Human Res Plan 26(3):15–29Google Scholar
  37. Meifert M (2010) Was ist strategisch an der strategischen Personalentwicklung. In: Meifert M (Hrsg) Strategische Personalentwicklung. Ein Programm in acht Etappen, 2. Aufl. Springer, HeidelbergGoogle Scholar
  38. Oliver RL, Bearden WO (1985) Crossover effects in the theory of reasoned action: a moderating influence attempt. J Cons Res 12(3):324–340CrossRefGoogle Scholar
  39. 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):879–903CrossRefGoogle Scholar
  40. Podsakoff PM, Organ DW (1986) Self-reports in organizational research: problems and prospects. J Manag 12(4):531–544CrossRefGoogle Scholar
  41. Rhodes N, Ewoldsen DR (2009) Attitude and norm accessibility and cigarette smoking. J Appl Soc Psychol 39(10):2355–2372CrossRefGoogle Scholar
  42. Richard OC, Johnson NB (2001) Strategic human resource management effectiveness and firm performance. Int J Human Res Manag 12(2):299–310Google Scholar
  43. Sarver VTJ (2007) Ajzen and fishbein’s „theory of reasoned action“: a critical assessment. J Theory Soc Behav 13(2):155–164CrossRefGoogle Scholar
  44. Schuler RS, Jackson SE (1987) Linking competitive strategies with human resource management practices. Acad Manag Exec 1(3):207–219CrossRefGoogle Scholar
  45. 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):1061–1081CrossRefGoogle Scholar
  46. 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):325–343CrossRefGoogle Scholar
  47. 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):37–51CrossRefGoogle Scholar
  48. 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):16–26CrossRefGoogle Scholar
  49. Teo STT, Rodwell JJ (2007) To be strategic in the new public sector, HR must remember its operational activities. Human Res Manag 46(2):265–284CrossRefGoogle Scholar
  50. Tichy NM, Fombrun CJ, Devanna MA (1984) Strategic human resource management. Wiley, New YorkGoogle Scholar
  51. 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):39–63CrossRefGoogle Scholar
  52. Ulrich D (1997) Human resource champions: the next agenda for adding value and delivering results. Harvard Business School, BostonGoogle Scholar
  53. Ulrich D, Allen J, Brockbank W et al (2009) HR transformation: building human resources from the outside in. McGraw-Hill, New YorkGoogle Scholar
  54. Ulrich D, Brockbank W, Johnson D et al (2007) Human resource competencies: responding to increased expectations. Employ Relat Today 34(3):1–12CrossRefGoogle Scholar
  55. Ulrich D, Younger J, Brockbank W (2008) The twenty-first-century HR organization. Human Res Manag 47(4):829–850CrossRefGoogle Scholar
  56. Vecchio RP (1988) Organizational behavior. The Dryden, ChicagoGoogle Scholar
  57. Wernerfelt B (1984) A resource-based view on the firm. Strateg Manag J 5(2):171–184CrossRefGoogle Scholar
  58. Witt P (2008) Corporate Governance in Familienunternehmen. In: Albach H, Letmathe P (Hrsg) Corporate Governance in der Praxis mittelständischer Unternehmen. Gabler,  1–20Google Scholar
  59. Wright C (2008) Reinventing human resource management: business partners, internal consultants and the limits to professionalization. Human Relat 61(8):1063–1086CrossRefGoogle Scholar

Copyright information

© Gabler Verlag 2012

Authors and Affiliations

  • Marius Claus Wehner
    • 1
  • Rüdiger Kabst
    • 1
  • Matthias Meifert
    • 2
  • Lisa Marie Cunz
    • 1
  1. 1.Lehrstuhl für Personalmanagement, Mittelstand und EntrepreneurshipJustus-Liebig-Universität GießenGießenDeutschland
  2. 2.HRpepper GmbH & Co. KGaABerlinDeutschland

Personalised recommendations