Abstract
Through two separate studies involving 47 interviews inside 22 institutions in
the capital markets and investment banking sector, we explore the levels of
infl uence and sources of credibility for senior HR professionals, and examine
the challenges they face in establishing credibility. We compare these fi ndings
against previous research, which has identifi ed several determinants of
HR’s infl uence and credibility. Our fi ndings confi rm that HR’s modest infl uence
is contingent on the predispositions and convictions of key stakeholders,
notably the CEO, but also depends on the decision being taken. We fi nd
that the basis for senior HR professionals’ credibility is more individual than
institutional, and that HR professionals and senior business managers differ
in the priorities they assign to credibility determinants. Finally, the studies
illuminate an enduring inherent tension for HR in establishing credibility,
between servicing their internal clients’ needs and retaining a level of independence. We reflect upon the transient nature of HR credibility in this sector and others. © 2014 Wiley Periodicals, Inc.
Keywords: top management teams, strategic HR, organizational politics,
trust, HRBPs, credibility, qualitative research methodology
the capital markets and investment banking sector, we explore the levels of
infl uence and sources of credibility for senior HR professionals, and examine
the challenges they face in establishing credibility. We compare these fi ndings
against previous research, which has identifi ed several determinants of
HR’s infl uence and credibility. Our fi ndings confi rm that HR’s modest infl uence
is contingent on the predispositions and convictions of key stakeholders,
notably the CEO, but also depends on the decision being taken. We fi nd
that the basis for senior HR professionals’ credibility is more individual than
institutional, and that HR professionals and senior business managers differ
in the priorities they assign to credibility determinants. Finally, the studies
illuminate an enduring inherent tension for HR in establishing credibility,
between servicing their internal clients’ needs and retaining a level of independence. We reflect upon the transient nature of HR credibility in this sector and others. © 2014 Wiley Periodicals, Inc.
Keywords: top management teams, strategic HR, organizational politics,
trust, HRBPs, credibility, qualitative research methodology
| Original language | English |
|---|---|
| Article number | Vol 54 No 1 |
| Pages (from-to) | 105-130 |
| Number of pages | 25 |
| Journal | Human Resource Management |
| Volume | 54 |
| Issue number | 1 |
| DOIs | |
| Publication status | Published - 2015 |