| dc.description.abstract | International nongovernmental organisations (INGOs) work across the globe to offer
humanitarian and development assistance to communities in need. Effective
management of human resources is crucial for INGO program delivery in the
communities in which they work, particularly given they predominantly work in
challenging economic, political and social environments such as post-conflict
countries prone to civil unrest and/or recovering from natural disasters. The past
decade has seen increasing attention among academics and practitioners on the use,
implementation and effectiveness of Human Resource Management (HRM) in the
domestic nonprofit sector, with some consideration of how this might extend to
nonprofits working internationally, such as INGOs. This increasing attention reflects
shifts within the sector toward professionalisation, and demand for increased
efficiency and accountability. One strategy used by INGOs has been to establish
human resource partners (HRP) in line with Ulrich’s (1997) business partner model.
However, little attention has been given to how HRPs are positioned strategically
within INGOs, and how they have transitioned into the new roles. This qualitative
study aims to address this gap by exploring the role of the HRP within the INGO
sector.
Specifically, I examined what activities the role entails and for what purpose it has
been positioned within organisations, how HRPs manage the role, and how they
acquire the knowledge and develop the skills needed to be effective in their role.
Through semi-structured interviews with 14 HRPs in 11 different INGOs based in the
United States (US) and the United Kingdom (UK) I identified a central theme of
embracing organisational tensions which are inherent in the HRP role. While some
tensions are related to managing HR as a function, other stem from INGOs
organisational processes becoming global and more complex such as managing
standardisation versus localisation while responding to the expectations of multiple
stakeholders.
Using a grounded theory methodology I identified five approaches reported by HRPs
as crucial for embracing these tensions in their role, ‘HRP as the Engaged Focal
Point’, ‘HRP’s International Project Embeddedness’, ‘HRP’s Constant Balancing Act’,
‘HRP’s Agile Entrepreneurial Mindset’, ‘Networking HRP and Pay-it Forward’. These
approaches which call for certain activities and/or capabilities help reframe the HRP
role as centrally positioned (‘Nexus’) within the INGO sector and manoeuvring
paradoxes. Organisational tensions and the five approaches to embracing them are
analysed using Smith and Lewis’ (2011) categories of paradox: ‘Performing’,
‘Organising’, ‘Learning’, and ‘Belonging’ to create 4 roles enacted, most often
simultaneously, by the HRPs. Taking into consideration the complexity of the INGO
context, the HRP professional can be understood as a strategic organisational actor
able to embrace the multifaceted demands placed on HRM in response to increasing
pressures for operational and organisational efficiency.
The research findings contribute to the tensions-focused body of literature such as
the paradox theory from the perspective of the HR practitioners to also include HRM,
organisational and project management research, each approached through a
paradox lens theory. Specifically, the study contributes to HRM research focused on
INGO management and demonstrates HRPs as key organisational and
ambidextrous actors in supporting INGOs’ continuous change toward operational
efficiency and accountability. By building on paradox theory the study contributes to
enhancing the role of the HRP as a key strategic partner to an INGO HR leadership
in the making of ambidextrous HR architectures. Practical implications include
guiding HR leadership how to optimize the central positioning of the HRP role within
the HR structure and how to champion it across organisational stakeholders in
embracing organisational tensions inherent to the project-based INGO. Future
research may look at what best HR structures support the role of the ambidextrous
HRP positioned to manage paradoxes, including looking at the added value of the
HRP role embedded across the international project management cycle. The study
concludes on a final reflection on HR leadership proactively engaging with the HRP
as a key ambidextrous business partner with a key role in balancing organisational
fit and flexibility and promoting organisational transformation. | en |
