{"title":"Do proactive HR managers make a difference in HR system use during a crisis?","authors":"Marie Freia Wunderlich, Ann-Kristina Løkke","doi":"10.1108/md-09-2023-1706","DOIUrl":null,"url":null,"abstract":"PurposeBased on trait activation theory and established HRM frameworks, this paper examines the effect of HR managers’ proactive personalities on their use of HRM systems in times of crisis. As ambiguity and uncertainty provide room for personal traits to unfold and HR managers gain influence in times of crisis, we hypothesise that highly proactive HR managers report more intense use of HR practices. We thereby explore a potential alternative to maximize the value derived from HRM in times of crisis and to contribute new insights about organisational and managerial crisis responses.Design/methodology/approachThis paper draws on data from 269 HR managers collected during the first lockdown of the COVID-19 pandemic. Hypotheses are tested by partial least squares structural equation modeling (PLS-SEM) and multi-group analysis.FindingsWe find that a proactive personality can indeed influence the use of HR practices given that the impact of the crisis is not extremely high. This holds for HR practices that require investments (e.g., time and effort) from the HR manager, e.g., information sharing or employee involvement practices. Interestingly, we find that top management support weakens this link.Originality/valueBy emphasising the importance of managerial personality, we add important nuances to HRM frameworks that account for the influence of organisational actors (i.e. managers and HR managers) on HR policies and practices.","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":null,"pages":null},"PeriodicalIF":4.1000,"publicationDate":"2024-06-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Management Decision","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1108/md-09-2023-1706","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"BUSINESS","Score":null,"Total":0}
引用次数: 0
Abstract
PurposeBased on trait activation theory and established HRM frameworks, this paper examines the effect of HR managers’ proactive personalities on their use of HRM systems in times of crisis. As ambiguity and uncertainty provide room for personal traits to unfold and HR managers gain influence in times of crisis, we hypothesise that highly proactive HR managers report more intense use of HR practices. We thereby explore a potential alternative to maximize the value derived from HRM in times of crisis and to contribute new insights about organisational and managerial crisis responses.Design/methodology/approachThis paper draws on data from 269 HR managers collected during the first lockdown of the COVID-19 pandemic. Hypotheses are tested by partial least squares structural equation modeling (PLS-SEM) and multi-group analysis.FindingsWe find that a proactive personality can indeed influence the use of HR practices given that the impact of the crisis is not extremely high. This holds for HR practices that require investments (e.g., time and effort) from the HR manager, e.g., information sharing or employee involvement practices. Interestingly, we find that top management support weakens this link.Originality/valueBy emphasising the importance of managerial personality, we add important nuances to HRM frameworks that account for the influence of organisational actors (i.e. managers and HR managers) on HR policies and practices.
期刊介绍:
■In-depth studies of major issues ■Operations management ■Financial management ■Motivation ■Entrepreneurship ■Problem solving and proactivity ■Serious management argument ■Strategy and policy issues ■Tactics for turning around company crises Management Decision, considered by many to be the best publication in its field, consistently offers thoughtful and provocative insights into current management practice. As such, its high calibre contributions from leading management philosophers and practitioners make it an invaluable resource in the aggressive and demanding trading climate of the Twenty-First Century.