Understanding and conceptualising the daily work of human resource practitioners

Abstract

Purpose: This study aims to explore how human resource (HR) practitioners conceive of their practice, reveal challenges they grapple with in daily work and generate a conceptual framework of HR praxis. Design/methodology/approach: The paper is based on interviews with HR practitioners in Sweden and a review of articles that examine aspects of HR practitioners' work. Findings: The HR practitioners' work is fragmented and reactive, filled with meetings and affords few opportunities to work undisturbed. Operational tasks are prioritised over strategic work, and their work sometimes involves tasks that are not HR's responsibility. The nature of HR practitioners' daily work mimics the work of their main “customer”, i.e. managers within the organisations. Practical implications: The HR practitioners were working mainly in the service of managers, which suggests that they have an internal focus. Consistent with current, prescriptive HR discourse, HR practitioners should adopt a multi-stakeholder perspective of human resource management (HRM) and a more external focus that is necessary to contribute to wider, organisational effectiveness. The findings could enrich what is taught in higher education by providing students with an account of the reality of HR practitioners' daily work. Originality/value: The study provides a situated account of the daily work of HR practitioners, which is largely absent from the literature.