The Roles and Activities of Human Resource Managers: Empirical Results from Estonia based on Ulrich’s Human Resource Model
Abstract
Abstract
The contribution that human resource management (HRM) functions and human resource
(HR) manager roles make in supporting business operations and organizational performance
has received wide attention. Less attention has been paid to HR roles and activities, and to
the determinants that shape the performance of HR professionals within the organization.
The aim of this study is to identify the HR activities and HR manager roles in Estonian
organizations based on the Ulrich HR model and analyze the determinants influencing the
HRM practices in organizations in strategic and operational terms, and the people and
process-oriented dimensions. The results of the study reveal that the role of HR managers
and their activities depends on the size of the organization, the people who are responsible
for HR activities and the attitudes of top managers towards HRM. The results provide
theoretical implications for the context-bound understanding of HR managerial roles and
activities and offers practical guidelines for developing effective HR strategies and practices
within the organization.
JEL classification codes: J24, O15
Keywords: Human Resource Management, HR manager roles, Ulrich HR roles model, Estonia
The contribution that human resource management (HRM) functions and human resource
(HR) manager roles make in supporting business operations and organizational performance
has received wide attention. Less attention has been paid to HR roles and activities, and to
the determinants that shape the performance of HR professionals within the organization.
The aim of this study is to identify the HR activities and HR manager roles in Estonian
organizations based on the Ulrich HR model and analyze the determinants influencing the
HRM practices in organizations in strategic and operational terms, and the people and
process-oriented dimensions. The results of the study reveal that the role of HR managers
and their activities depends on the size of the organization, the people who are responsible
for HR activities and the attitudes of top managers towards HRM. The results provide
theoretical implications for the context-bound understanding of HR managerial roles and
activities and offers practical guidelines for developing effective HR strategies and practices
within the organization.
JEL classification codes: J24, O15
Keywords: Human Resource Management, HR manager roles, Ulrich HR roles model, Estonia