The Role of the Specialized HR Function in Complementary Management

Boris Kaehler
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Boris Kaehler: goodHR

Chapter 4 in Complementary Management, 2022, pp 169-197 from Springer

Abstract: Abstract This chapter describes the role of the HR function (personnel department) in the theoretical context of the Complementary Management Model. Its people management and leadership activities can be structured on the basis of the theory’s seven elements: management functions, management tasks, management actors, management routines, management unit design, management instruments, and management resources. Ideally, all 24 management tasks should be performed by the employees as self-managers. Only when this does not happen does the line manager intervene in a compensatory manner. Analogous to the senior manager, the HR advisor, in turn, acts as a higher-level compensatory entity, i.e., he or she intervenes (only) if the line manager fails to fulfill his or her management responsibility toward the employee. This compensatory “HR co-management,” which is practiced in many organizations but hardly ever disclosed, is generally the key to effective people management and leadership. In addition, the HR department is usually also the entity that provides and administers formalized HR instruments. In most larger organizations, the HR function has undergone extensive restructuring in recent years and still keeps struggling for influence. There are a number of entirely avoidable reasons why these new organizational structures are rarely perceived as optimal.

Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-030-98163-1_4

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DOI: 10.1007/978-3-030-98163-1_4

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