دانلود رایگان مقاله انگلیسی عوامل ایجاد سیستم های مدیریت منابع انسانی سازگار: تمرکز بر ارتباطات داخلی - امرالد 2018

Introduction

The human resources (HR) literature has highlighted the need to design fitted HR strategies, which are understood as organizations’ consistently defined strategic orientation to their external environment and internal resources to manage their human capital (Monks, Kelly, Conway and Flood, 2013). Nevertheless, the strategy is an insufficient condition to ensure the strategic contribution of HR management (HRM) practices. More research is needed to analyse the internal mechanisms through which HR strategy is formulated and implemented (Lengnick-Hall, Lengnick-Hall, Andrade and Drake, 2009). Specifically, HR strategies are usually defined at the strategic apex of the organization to be transmitted to the rest of the firm through different hierarchical levels and managers. However, the central meaning of the HR strategy may change in this intricate dynamic system, which leads to at least three conflicting messages at the formulated, implemented and individual-perceived levels (Nishii and Wright, 2008). The differences between these three levels of interpretation can cause organizations to lose the original meaning of the HR content, which produces a disconnection between what was designed and the results of HR action (Khilji and Wang, 2006). To manage this misalignment, communication is particularly relevant because it operates as a crucial link between the formulation and implementation stages (Den Hartog, Boon, Verburg and Croon, 2013).

Conclusion

Organizations currently experience special difficulties when implementing their HR policies and practices. The great complexity involved in these strategic processes makes HR issues particularly challenging for practitioners and researchers. Thus, this study attempts to provide Downloaded by University of Canberra At 21:52 13 April 2018 (PT) 23 an alternative perspective about the determinants conditioning the efficiency of HRM systems.

In doing so, we mostly focus on internal communication and those HR decisionmakers’ attributes affecting HR communication implementation. This study offers an approximation for how cognitive styles highly determine the way in which communication is implemented. Both rational and creative styles are arguably needed, which subsequently improves the internal coherence of HRM systems. In other words, diverse cognitive skills are demanded to better deploy different communication roles and behaviours. Nevertheless, due to the extreme complexity of communication in the HRM context, more research is needed to deepen those processes affecting HRM success.