Use this URL to cite or link to this record in EThOS: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.415219
Title: Business process approach to human resource management
Author: Cakar, Figen
Awarding Body: University of Strathclyde
Current Institution: University of Strathclyde
Date of Award: 2004
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Abstract:
This research presents the Business Process perspective of HRM and demonstrates gaps in HR field. The research follows a combination of Constructive and Case Study research methodologies and complies with the quality criteria set for this type of research. In this light, the research develops the HRM Business Process Model by defining HRM as a business process. The first version of the model was initially developed following an extensive literature survey. Initial validation of the model involved several companies in the UK through a structured questionnaire. Second version of the model was developed according to the comments and recommendations received from companies. The second version of the model was validated by academics from HR and Business Process fields. The Model represents a hard systems model of HRM process, which is intended to be normative outlining the key activities and information flows. An audit methodology was produced based on the Model. The HRM business process of four companies were audited using the audit methodology. These four in-depth case study companies together with the research leading up to this point led to development of new insights to the HRM theory and practices. The most significant contributions of this research are as follows: Introduced HRM as a business process and classify it as a support process; Demonstrated that, the HRM activities can be modelled as a business process, taking a systems engineering approach. This provides a "Hard Systems" perspective to HRM; Demonstrated that, the Model provides a framework that would facilitate effective deployment of business objectives to HR objectives; HRM is a business process that supports other business processes. However, in practice HRM is not recognised as a cross-functional business process; Companies with no formal HR function seem to have the most complete HR business process where the process is embedded into each function; Impact of HR process / activities are not measured or monitored in an objective explicit manner.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.415219  DOI: Not available
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