Since its inception the HR function has faced challenges in establishing its credentials as a truly central and strategically vital organizational function. For example, an article in the Harvard Business Review in 2015 declared that it was “time to blow up HR and replace it with something new” (Cappalli, 2015). Against this background however, substantial research has been carried out to investigate what role HR professionals play in both strategic and operational activities. For example, In our work investigating HR Business Partners (HRBP) role (see McCracken and Heaton, 2012 and McCracken et al, 2017) we outlined how the implementation of a HRBP approach can enable HR professionals to gain broader business skill sets, allowing them to more effectively, and confidently, influence both strategic direction and the senior management team. We show that many of the HR competencies identified by authors such as Ulrich et al. (2012) can be developed when successfully transitioning to the HRBP model. In addition, we saw evidence that line manager colleagues can gain vital HR skills if the HRBP approach is properly enacted, enhancing opportunities for them to take on other HR roles that can lead to more effective people management.
The purpose of this project is to investigate these issues against the current employment environment which is clearly fraught with challenges, especially linked to labour market imbalances and ineffective performance management. Ultimately, investigation needs to be centered upon the totality of relationships that HR professionals have with other organizational stakeholders. By better understanding the dynamic interplay of relationships between HR professionals and their line and functional managers colleagues and building a robust evidence base, we should be better positioned to fully appreciate how the HR function adds value in organizations and how it may help to produce more effective solutions to complex HR problems.
Applicants should hold, or expect to obtain, a First or Upper Second Class Honours Degree in a subject relevant to the proposed area of study.
We may also consider applications from those who hold equivalent qualifications, for example, a Lower Second Class Honours Degree plus a Master’s Degree with Distinction.
In exceptional circumstances, the University may consider a portfolio of evidence from applicants who have appropriate professional experience which is equivalent to the learning outcomes of an Honours degree in lieu of academic qualifications.
If the University receives a large number of applicants for the project, the following desirable criteria may be applied to shortlist applicants for interview.
The University offers the following levels of support:
The following scholarship options are available to applicants worldwide:
These scholarships will cover full-time PhD tuition fees for three years (subject to satisfactory academic performance) and will provide a £900 per annum research training support grant (RTSG) to help support the PhD researcher.
Applicants who already hold a doctoral degree or who have been registered on a programme of research leading to the award of a doctoral degree on a full-time basis for more than one year (or part-time equivalent) are NOT eligible to apply for an award.
Please note: you will automatically be entered into the competition for the Full Award, unless you state otherwise in your application.
The scholarship will cover tuition fees at the Home rate and a maintenance allowance of £19,000 (tbc) per annum for three years (subject to satisfactory academic performance).
This scholarship also comes with £900 per annum for three years as a research training support grant (RTSG) allocation to help support the PhD researcher.
Due consideration should be given to financing your studies. Further information on cost of living
Cappalli, P. (2015). Why We Love to Hate HR…and What HR Can Do About It: Five smart moves that will help, Harvard Business Review, July / August.
CIPD (2002) Labour Market Outlook: Views from Employers, August.
Drucker, P. (1961). The Practice of Management, London, England: Mercury Books.
Keegan, A., Brandl, J., & Aust, I. (2019). ‘Handling tensions in human resource management: Insights from paradox theory.’ German Journal of Human Resource Management, 33(2), 79–95.
McCracken, M. and Heaton N. (2012) From 'Tucked Away' to 'Joined at the Hip': Understanding the Evolving Relationships within the HRBP Model in a Regional Energy Company", Human Resource Management Journal, 21 (4): 182-198.
McCracken, M., O’Kane, P., Brown, T. and McCrory, M. (2017). ‘Human resource business partner lifecycle model: explaining how the relationship between HRBPs and their line manager partner evolves’. Human Resource Management Journal, 27(1), 58-74.
O'Kane, P., McCracken, M. and Brown, T. (2022), "Reframing the performance management system: a conversations perspective", Personnel Review, Vol. ahead-of-print No. ahead-of-print.
Ulrich, D. (1997). Human Resource Champions: The Next Agenda for Adding Value and Delivering Results, Boston, MA: Harvard Business School Press. Ulrich, D. (1998). ‘A new mandate for human resources’. Harvard Business Review, 76(1), 124–134.
Submission deadline
Monday 27 February 2023
04:00PM
Interview Date
week commencing 20 March 2023
Preferred student start date
18 September 2023
Telephone
Contact by phone
Email
Contact by email