Document Type

Book Chapter

Publication Date

2025

Abstract

In this conceptual review, we suggest that investigations of the HR function’s strategic value should encompass the relational activities between the HR function and its multiple stakeholders and go beyond the existence or the effectiveness of the HR function in implementing HR practices. Specifically, we aim to answer the questions of (1) who are the critical stakeholders of the HR function? (2) what relational activities should occur between the HR function and each stakeholder for the effective management of human capital? and (3) how can these relational activities contribute to the effectiveness and performance of the organization? Building from HRM theories and research that address relational activities of the HR function, we identify employees, line managers, and senior managers as critical stakeholders of the HR function. We further describe what relational activities should occur between the HR function and each of its stakeholders, drawing on relational coordination theory. Further, we present a relational framework for research on the impact of the HR function where we explain how the relational activities between the HR function and its stakeholders affect HR practices and other HR actions that the firm undertakes and situate these concepts in the strategic human resource management literature. In so doing, we identify questions to guide future research.

Comments

  This work is licensed under        CC BY-NC 4.0      

DOI

10.1108/979-8-88730-816-6

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