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"Vi kan göra underverk tillsammans!": En intervjustudie om HR-chefers upplevelse av sin roll och sitt arbete
University of Borås, Faculty of Caring Science, Work Life and Social Welfare.
University of Borås, Faculty of Caring Science, Work Life and Social Welfare.
2017 (Swedish)Independent thesis Basic level (degree of Bachelor), 10 credits / 15 HE creditsStudent thesisAlternative title
"Together we can do miracles!" : An interview study based on HR managers’ experiences of their work (English)
Abstract [sv]

Att människan är företagets viktigaste resurs vidhåller många organisationer i det moderna arbetslivet. Ett företags HR-avdelning ansvarar för att hantera alla frågor som rör de anställda i en organisation, såsom kompetensförsörjning, ledarskapsutveckling, arbetsmiljö- och lönefrågor. HR-arbetet har under de senaste decennierna genomgått en transformation från administrativ stödfunktion till strategisk affärspartner, och ska existensberättigas genom ett ständigt värdeskapande mot företagets affärsmål. I Sverige ansvarar HR-funktionen också för att säkerställa en strategi för de organisatoriska och sociala arbetsmiljöproblem som under 2010- talet legat till grund för landets kraftigt ökade sjukskrivningar orsakade av detta. Forskning visar att ledarskapet är en faktor som har stor betydelse för medarbetarnas hälsa.

I vår studie har vi undersökt HR-chefers upplevelser av sin roll, och analyserat vilka resurser HR-cheferna är beroende av för att skapa inflytande i sitt arbete. Studiens analytiska verktyg har utgjorts av teorier om styrningsfilosofi, Bourdieus kapitalteori, Ostroms teori om kollektivt handlande samt Dave Ulrichs transformationskoncept Värdeskapande HR. Vi har utfört åtta tematiska intervjuer med kvinnor verksamma som HR-chefer. Resultatet visar att samtliga HR-chefer i vår studie har inslag av både mjuk och hård HRM i sitt arbete, men att tyngdpunkten mellan perspektiven varierar mellan cheferna. Samspelet mellan HR-chefens och organisationfältets aktörer påverkar möjligheterna för HR-cheferna att skapa inflytande och att nå ett värdeskapande HR-arbetssätt där kollektivt handlande och organisationens affärsmål står i fokus. Detta står i direkt beroende av HR-chefens sociala och kulturella kapital, samt hur det används och efterfrågas av organisationsfältets aktörer.

Abstract [en]

Many organizations in modern working life holds their employees as their most important resource. The human resources (HR) department is responsible for managing all questions relating to the employees in an organization, such as talent management, supply of competence, leadership development, work environment and payroll issues. Over the past decades, the HR work organization has undergone a transformation; from being an administrative support function, to the present and modern role as a strategic business partner, where the existence of the HR function must be legitimized through constant value creation by working strategically towards the company's business goals. In Sweden, the HR department is also responsible for ensuring a strategy to manage the organizational and social workplace health problems. Since 2010, sickness absence due to these problems has increased dramatically in the country. Extensive research and science studies from the past decade, shows that the leadership has considerable impact on the state of health of the employees.

We have studied HR managers’ experiences of their role, and analyzed which varieties of resources that they depend on to create influence in their work. The fundament in our analyze, is a set of scientific theories, which consists of contrasting organization theories, Bourdieu's capital theory, Ostrom's theory of collective action and Dave Ulrich's transformation concept; The HR Value Proposition. We have carried out eight thematic interviews with women in the position of HR manager. The result shows that all HR managers in our study practices elements of both soft and hard HRM in their work, but that the main emphasis between perspectives varies amongst the managers. The interaction between HR managers and organizational stakeholders effects the HR manager’s prospects to generate influence and to achieve a value-creating HR approach that focuses on collective action and the business goals of the organization. This circumstance also stands in direct reliance to the HR manager's amount of social and cultural capital, as well as how they are used and demanded by the organizational stakeholders.

Place, publisher, year, edition, pages
2017.
Keyword [en]
HR, soft HRM, hard HRM, HR manager, HR value proposition, social capital, cultural capital, theory of collective actions, HR transformation
Keyword [sv]
HR, mjuk HRM, hård HRM, HR-chef, värdeskapande HR, socialt kapital, kulturellt kapital, kollektivt handlande, tematisk intervju, HR-transformation
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
URN: urn:nbn:se:hb:diva-12346OAI: oai:DiVA.org:hb-12346DiVA: diva2:1119434
Subject / course
Occupational Science
Supervisors
Examiners
Available from: 2017-08-23 Created: 2017-07-04 Last updated: 2017-08-23Bibliographically approved

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Citation style
  • apa
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