Establishing HR professionals' influence and credibility: Lessons from the capital markets and investment banking sector

Through two separate studies involving 47 interviews inside 22 institutions in the capital markets and investment banking sector, we explore the levels of influence and sources of credibility for senior HR professionals, and examine the challenges they face in establishing credibility. We compare th...

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Main Authors: ALDRICH, Paul, DIETZ, Graham, CLARK, Timothy Adrian Robert, HAMILTON, P.eter
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Language:English
Published: Institutional Knowledge at Singapore Management University 2015
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Online Access:https://ink.library.smu.edu.sg/lkcsb_research/6327
https://ink.library.smu.edu.sg/context/lkcsb_research/article/7326/viewcontent/Estab_HR_prof_influence_credibility_2014_sv.pdf
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spelling sg-smu-ink.lkcsb_research-73262019-09-20T02:58:21Z Establishing HR professionals' influence and credibility: Lessons from the capital markets and investment banking sector ALDRICH, Paul DIETZ, Graham CLARK, Timothy Adrian Robert HAMILTON, P.eter Through two separate studies involving 47 interviews inside 22 institutions in the capital markets and investment banking sector, we explore the levels of influence and sources of credibility for senior HR professionals, and examine the challenges they face in establishing credibility. We compare these findings against previous research, which has identified several determinants of HR's influence and credibility. Our findings confirm that HR's modest influence is contingent on the predispositions and convictions of key stakeholders, notably the CEO, but also depends on the decision being taken. We find 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. 2015-01-01T08:00:00Z text application/pdf https://ink.library.smu.edu.sg/lkcsb_research/6327 info:doi/10.1002/hrm.21626 https://ink.library.smu.edu.sg/context/lkcsb_research/article/7326/viewcontent/Estab_HR_prof_influence_credibility_2014_sv.pdf Research Collection Lee Kong Chian School Of Business eng Institutional Knowledge at Singapore Management University Trust HRBPs Credibility Qualitative research methodology Organizational politics Top management teams Strategic HR Finance and Financial Management Human Resources Management Organizational Behavior and Theory
institution Singapore Management University
building SMU Libraries
continent Asia
country Singapore
Singapore
content_provider SMU Libraries
collection InK@SMU
language English
topic Trust
HRBPs
Credibility
Qualitative research methodology
Organizational politics
Top management teams
Strategic HR
Finance and Financial Management
Human Resources Management
Organizational Behavior and Theory
spellingShingle Trust
HRBPs
Credibility
Qualitative research methodology
Organizational politics
Top management teams
Strategic HR
Finance and Financial Management
Human Resources Management
Organizational Behavior and Theory
ALDRICH, Paul
DIETZ, Graham
CLARK, Timothy Adrian Robert
HAMILTON, P.eter
Establishing HR professionals' influence and credibility: Lessons from the capital markets and investment banking sector
description Through two separate studies involving 47 interviews inside 22 institutions in the capital markets and investment banking sector, we explore the levels of influence and sources of credibility for senior HR professionals, and examine the challenges they face in establishing credibility. We compare these findings against previous research, which has identified several determinants of HR's influence and credibility. Our findings confirm that HR's modest influence is contingent on the predispositions and convictions of key stakeholders, notably the CEO, but also depends on the decision being taken. We find 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.
format text
author ALDRICH, Paul
DIETZ, Graham
CLARK, Timothy Adrian Robert
HAMILTON, P.eter
author_facet ALDRICH, Paul
DIETZ, Graham
CLARK, Timothy Adrian Robert
HAMILTON, P.eter
author_sort ALDRICH, Paul
title Establishing HR professionals' influence and credibility: Lessons from the capital markets and investment banking sector
title_short Establishing HR professionals' influence and credibility: Lessons from the capital markets and investment banking sector
title_full Establishing HR professionals' influence and credibility: Lessons from the capital markets and investment banking sector
title_fullStr Establishing HR professionals' influence and credibility: Lessons from the capital markets and investment banking sector
title_full_unstemmed Establishing HR professionals' influence and credibility: Lessons from the capital markets and investment banking sector
title_sort establishing hr professionals' influence and credibility: lessons from the capital markets and investment banking sector
publisher Institutional Knowledge at Singapore Management University
publishDate 2015
url https://ink.library.smu.edu.sg/lkcsb_research/6327
https://ink.library.smu.edu.sg/context/lkcsb_research/article/7326/viewcontent/Estab_HR_prof_influence_credibility_2014_sv.pdf
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